Concepts
The primary step in successfully preparing for the Program Management Professional (PgMP) exam is a thorough understanding of the organization’s capability. As a program manager, you are tasked with the orchestration of multiple projects for systemic change rather than isolated improvements. In this capacity, you advocate for the organization’s strategic alignment, and taking that into consideration, you should constantly interface with organizational leaders. This constant discourse with organizational leaders helps you assess the organization’s readiness, validate the program’s objectives, set priorities, verify feasibility, and ascertain alignment with the organization’s strategic plan.
II. Develop and Validate the Program’s Objectives
Developing and validating program objectives is an essential part of the PgMP exam. This involves identifying the high-level objectives that outline what the program seeks to accomplish. Developing such objectives initiates with dialogue and consultation with organizational leaders to understand their strategic vision. For example, for a program focused on increasing cyber-security, a potential objective could be “Reduce cyber-security breaches by 70% by the end of Q4.”
Validation of these objectives is equally important. This includes confirming that the objectives are Specific, Measurable, Attainable, Relevant, and Time-bound (SMART), and are in synchronized alignment with the corporate strategic plan.
III. Set Priorities and Assess Feasibility
Setting priorities and assessing program feasibility are critical steps that demand structured decision-making processes. Outlining priorities includes establishing what holds the utmost importance for the organization at each phase of the program. Decision-making could involve the Eisenhower Matrix’s principles, weighing Urgent and Important tasks against one another to evaluate their importance and timeline for execution.
Assessing program feasibility includes analyzing if the program can be realistically accomplished given current resources, constraints, and technological capacities. Consulting with leaders can provide valuable insights into budget, manpower, and time constraints, which are key components for feasibility checks.
IV. Evaluate Readiness and Alignment to Strategic Plan
Evaluating organization readiness and alignment to the strategic plan is the capstone of the process. Organization readiness checks ensure that the organization is holistically equipped for the execution and potential impacts of the program. These checks take into account factors like resource availability, employee readiness, technology preparedness, etc.
Alignment with the strategic plan ensures that there is a clear line of sight between the program objectives and the organization’s broader goals. This could be evaluated for example in the Balanced Scorecard framework, where Financial, Customer, Internal Process, and Learning and Growth perspectives are used to assess strategic alignment.
V. Conclusion
The PgMP exam necessitates a mature understanding of organizational capabilities, developing program objectives, setting priorities, assessing feasibility, and evaluating readiness and strategic alignment. By developing these competencies, you can become a force multiplier, able to direct multiple simultaneous projects to deliver strategic benefits an organization needs to succeed in its ambitions.
Remember, the key to mastering these skills lies in your ability to work in concert with the organizational leadership. As a program manager, your role necessitates that you work well within the organization’s framework, synergizing with other leaders to deliver on the promises of your program.
Answer the Questions in Comment Section
Program Managers are responsible for the organization’s strategic plan.
- True
- False
Answer: False
Explanation: While program managers play an essential role in aligning the program objectives with the organization’s strategic plan, they are not solely responsible for developing the strategic plan. This is usually the responsibility of the organization’s top management or board of directors.
During the program’s development stage, is it necessary to consult with organizational leaders to assess the program’s feasibility and alignment with the organization’s strategic plan?
- True
- False
Answer: True
Explanation: Consultation with organizational leaders is crucial during the program’s development stage to ensure that the program is feasible, aligned with the strategic plan, and that the organization is ready to implement it.
Which of the following is not a part of the role of a Program Manager when evaluating the organization’s capability?
- Developing program objectives
- Validating program objectives
- Selecting the organization’s strategy
- Aligning the program with the organization’s strategic plan
Answer: Selecting the organization’s strategy
Explanation: While Program Managers play a crucial role in aligning the program with the organization’s strategic plan, they do not select the organization’s strategy. This responsibility typically lies with the top management or board of directors.
Program objectives should be validated with organizational leaders.
- True
- False
Answer: True
Explanation: Validation of program objectives with organizational leaders ensures alignment with the strategic goals of the organization and enhances support and buy-in from leadership.
The readiness of an organization to execute a new program is not a concern during the program development stage.
- True
- False
Answer: False
Explanation: The readiness of an organization is a critical factor to consider during the program development stage. This includes readiness in terms of resources, processes, systems, and culture.
Organizational leaders have no role in determining the priority of a program.
- True
- False
Answer: False
Explanation: Organizational leaders have a significant role in determining the priority of a program as they provide strategic direction and decide on the allocation of resources.
Destination and alignment of the program with organizational goals is not required for a successful program.
- True
- False
Answer: False
Explanation: It is essential for the program to be aligned with the organization’s strategic goals to ensure its success and acceptance from stakeholders.
Which of these factors do not influence the feasibility of a program?
- Resource availability
- Market conditions
- Strategic priorities
- None of the above
Answer: None of the above
Explanation: All of the factors listed (resource availability, market conditions, strategic priorities) influence the feasibility of a program.
Can a program proceed without validation of its objectives?
- Yes
- No
Answer: No
Explanation: A program should not proceed without the validation of its objectives. This validation is crucial to confirm alignment with the organizational goals and to ensure that the objectives are achievable.
The goal of a Program Manager is to develop and implement a program without considering the organization’s capability.
- True
- False
Answer: False
Explanation: It is critical for a Program Manager to consider the organization’s capability while developing and implementing a program. If the organization is not capable or ready, the program may not be successfully executed.
It is irrelevant to align the program with the organization’s strategic plan.
- True
- False
Answer: False
Explanation: The alignment of a program with the organization’s strategic plan is critical as it helps ensure the program is consistent with the organization’s broader goals, and it also aids in gaining leadership buy-in and support.
The program’s priority is always definite and does not need to be communicated with organizational leaders.
- True
- False
Answer: False
Explanation: The program’s priority may vary and should be communicated with and decided in consultation with organizational leaders. This ensures the alignment of the program with strategic priorities and resource allocation.
Great post! Understanding the organization’s capability is crucial for setting realistic program objectives.
Thanks for the insights. How do you validate program objectives effectively?
Appreciate the detailed explanation. Consulting with organizational leaders helps align programs with strategic goals.
In my experience, regular check-ins with stakeholders can greatly improve program alignment.
How do you assess the feasibility of program objectives?
This is really helpful. Thanks!
The blog post misses out on discussing the role of organizational culture in program readiness.
I commend the focus on strategic alignment. This is often overlooked in many organizations.