While reviewing the business case for a proposed digital-transformation program, the steering committee asks you to confirm whether the investment is truly feasible before authorizing funding. Which action provides the critical evidence of feasibility at this stage?
Draft a brand-marketing campaign to promote the anticipated deliverables
Create a detailed network diagram and schedule for every constituent project
Begin limited implementation to produce quick wins and seek retrospective approval
Confirm that the proposed program objectives clearly trace to approved organizational strategic goals and measurable benefits
Feasibility means showing that the program can realistically deliver benefits that matter to the enterprise. The clearest proof is a demonstrable line of sight from proposed program objectives to approved strategic goals and metrics. Without that alignment, the investment lacks a valid rationale. Building detailed schedules, drafting marketing campaigns, or piloting limited work may be useful later, but they do not establish feasibility and can even divert scarce resources.
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Why is aligning program objectives with organizational goals essential?
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How does stakeholder input contribute to program feasibility?
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What role do detailed schedules play in program planning if they don't assess feasibility?
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PgMP
Strategic Program Alignment
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