How can you avoid the risks of unclear program vision and objectives?
A clear and compelling program vision and objectives are essential for successful program management. They help align the stakeholders, guide the decision-making, and communicate the value and impact of the program. However, many program managers face the risks of unclear or unrealistic program vision and objectives, such as scope creep, stakeholder confusion, resource waste, and low performance. How can you avoid these risks and ensure your program vision and objectives are well-defined and achievable? Here are some tips to help you.
Before you define your program vision and objectives, you need to understand the problem you are trying to solve and the opportunity you are trying to seize. Conduct a thorough analysis of the current situation, the needs and expectations of the stakeholders, the gaps and challenges, and the potential benefits and outcomes. Use data and evidence to support your analysis and validate your assumptions. This will help you establish a clear and relevant context for your program and avoid unrealistic or vague goals.
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Understanding the problem and opportunity is crucial in avoiding the risks of unclear program vision and objectives. Without a clear understanding of the problem, organizations end up in firefighting mode, looking for programs to put it out instead of a forward-looking vision mindset focused on the opportunities this problem presents. Understanding the opportunity allows you to leverage the existing strengths and resources to support the program's vision and objectives. It enables you to capitalize on favourable conditions and anticipate potential challenges, increasing the overall feasibility and sustainability of the program. It reduces the risks of ambiguity and misalignment to achieve successful outcomes for the program.
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In my opinion, before we think about the program and its objectives, we have to keep in mind and be very clear at all layers the strategic objective of the organization, this is fundamental, because executing something that is not aligned with the strategic objective is executing something that will not bring value to the organization.
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I coax clients into clarity by drilling down with questions to get to the core issue or goal. Sometimes, the best intentions lead to wide-sweeping ideas for a program when you need to start with a broad mission/vision, define goals, and then objectives to get to those goals. Being observant and actively listening for critical issues and then drilling down on those can reveal clarity, and then you can build from there to ensure you create objectives that meet goals and that those goals align with the mission.
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Understanding the problem and opportunity also called as program business needs, is fundamental in program management to establish a clear vision and objectives. For instance, in the telecom domain, a network expansion program's success hinges on recognizing the need to tap into new markets. This understanding ensures alignment with organizational objectives, effective stakeholder engagement, early risk identification for mitigation planning, optimal resource allocation, and the establishment of measurable objectives, all crucial elements for program success and business value delivery.
Your program vision and objectives should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Specific means they are clear and concise, and answer the questions of what, why, who, where, and how. Measurable means they have indicators and targets that can track the progress and results of the program. Achievable means they are realistic and attainable, and consider the resources, risks, and dependencies. Relevant means they are aligned with the strategic goals and priorities of the organization and the stakeholders. Time-bound means they have deadlines and milestones that can keep the program on track and accountable.
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Once the strategic objective is defined and clear across all layers, it is essential to use OKRs (Objectives and Key Results) and KPIs (Key Performance Indicators) cascaded through these same layers. Only in this way can we accurately measure whether both the program and individuals are working in alignment with the organization's objectives and strategy.
Your stakeholders are the key to your program success. They include your sponsors, customers, beneficiaries, partners, suppliers, team members, and anyone else who has an interest or influence on your program. You need to involve them in defining and refining your program vision and objectives, and communicate with them regularly and effectively. This will help you gain their buy-in, feedback, support, and collaboration. It will also help you manage their expectations, address their concerns, and resolve any conflicts or issues.
Your program vision and objectives are not set in stone. They may need to change or adapt to the changing circumstances, needs, or opportunities. You need to review and update your program vision and objectives periodically and systematically, and ensure they are still valid, relevant, and achievable. You also need to communicate any changes to your stakeholders and document them properly. This will help you maintain the alignment, direction, and value of your program.
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Program Vision and objectives are aligned with portfolio objectives which in turn are part of organizational goals. Program managers should ensure that keep a check on the organizational vision/ mission and clarity on the objectives. E.g. Let say that one organization started a program to achieve the efficiency for their fossil fuel based cars but later organization changed its vision to become number one in Electrical Vehicle segment. As the program will not aling with the organizational goals, it might need to terminate.
There are many tools and techniques that can help you define, communicate, and manage your program vision and objectives. For example, you can use a program charter to document the purpose, scope, benefits, risks, assumptions, constraints, and governance of your program. You can use a logic model to illustrate the inputs, outputs, outcomes, and impacts of your program. You can use a balanced scorecard to measure and monitor the performance of your program across different perspectives. You can use a program roadmap to visualize the milestones, deliverables, and dependencies of your program.
A clear and compelling program vision and objectives are the foundation of your program management. By following these tips, you can avoid the risks of unclear or unrealistic program vision and objectives, and ensure your program delivers the desired value and impact.
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