You have been assigned as program manager for a corporate‐wide digital transformation initiative. The sponsor has asked you to finalize the program charter within three weeks so funding can be approved at the next governance gate.
Key facts:
The organization's new strategy emphasizes growth through sustainability and customer self-service.
Functional heads from IT, Marketing, and Operations have provided draft inputs, but several assumptions about cloud migration timelines and regulatory constraints differ across departments.
The steering committee is available for a half-day workshop next Tuesday; the portfolio office can supply historical data from similar efforts.
Given the tight deadline, which action will best ensure the completed charter remains fully aligned with the organization's strategic objectives?
Facilitate a half-day workshop with the sponsor, steering committee, and cross-functional stakeholders to validate program scope, assumptions, and constraints against strategic goals.
Compile individual department assumptions into the charter and seek sponsor sign-off without further review to avoid delays.
Circulate last year's digital‐platform charter as a template and adjust dates to meet the new timeline.
Facilitating a joint workshop with the sponsor, steering committee, and other key stakeholders to review and validate scope, assumptions, and constraints grounds the charter in a shared understanding of strategic priorities. This step exposes conflicting assumptions early, reconciles them against corporate strategy, and secures executive buy-in. Merely gathering partial inputs, delaying consultation until project charters are drafted, or reusing historical charters risks embedding misalignment and rework.
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Why is it important to validate assumptions, scope, and constraints in a joint workshop?
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What role does the steering committee play in finalizing the program charter?
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How can historical data from similar efforts aid in finalizing the charter?
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PgMP
Program Life Cycle Management
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