Checklist Program Strategic Align
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ilkerkozturkChecklist Program Strategic Align
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ilkerkozturkCHECKLIST: Program-level Strategic Alignment
This document offers a way to better understand the strategic alignment of your program. Each of the
questions below is designed to clarify linkages to strategy and the status of meaningful success factors.
Reflect on each, review with stakeholders and use this as communication tools to help create a shared vision
of how your program aligns with the overall strategy.
Vision
Does the INTENT of this program relate to the vision of the organization?
How does it enable or facilitate that vision?
Mission
Do the LONG-TERM GOALS of this program relate to the mission of the
organization? How are those goals measured? Are they part of the balanced
scorecard (or something similar)?
Objectives
Do the NEAR-TERM GOALS of this program relate to the objectives of
the organization? How are those goals measured? Are they part of the balanced
scorecard (or something similar)?
Structure
Is the program structured to achieve alignment with the strategy? How do the
programs reporting relationships support the achievement of the goals? How do the
linkages between and order of program elements help ensure the achievement of the
programs goals?
Leadership
Are the leaders of this program effective as change agents? Do they do a good
job of communicating ties to the strategy and motivating the team to work toward the
big picture program goals?
People
Are you employing the right people to achieve the goals of strategy via this
program? Can they all see the big picture and their personal impact on the strategy?
Incentives
Is the program REWARD SYSTEM aligned with the strategy? Does everyone
have performance goals aligned with the goals of the program and the strategy? Does
everyone get timely feedback on that performance?
Adaptability
Can your program react quickly and effectively react to changes in direction?
Do you have a system of sensors in place to help executives understand when
the goals of the program should change to support the strategy? What are the
connections to portfolio management within the organization that clarify changes in
direction? Is the program team cross-trained well enough to react quickly to change?
