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THE NEED FOR NEW INSTRUMENTS :
TRADITIONAL APPROACHES (PROGRAMMATIC…
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a combination of three main
processes: strategy formulation, strategy implementation, and strategy evaluation.
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SHORTCOMINGS
- decision-making that is done too early or too late, which often results in wrong decisions
- a strategy without freedom of choice which limits the execution teams too much
• a vision and strategy that are not well-defined, causing different interpretations and at execution level
- having solutions that cannot be traced back to the strategy, which makes it difficult to show the added value of the project and the results of the strategy
Typically, the implementation of a strategy is executed through programs. A program can be considered as a layer above individual projects. It consists of multiple interdependent projects that together deliver some defined objective(s) for an organization.
SHORTCOMINGS
- portfolio, programs, and projects don’t stay in line with agreed strategy and constraints
- realized solutions overlap or are incomplete
- realized solutions are incompatible with each other, with solutions in the context
or with acknowledged business and IT policies
- realized solutions are optimal for their project, but not the best for the enterprise
as a whole
- the business case for an intended transformation is not complete
- the same requirements are differently elaborated and solved by different projects
INSTRUMENTS
- Governance — is a business challenge, which becomes increasingly important in the networked economy. To make overall change and governance processes of the enterprise possible, governance needs a clear insight into the substance and coherence of the entire value chain.
- Projects — aim to realize parts of the to-be situation. In doing so, the projects need to have a clear view of the to-be and the as-is situation. In the end, project results should not only answer the concerns of the project’s stakeholders, but it should also be aligned to strategic directions and constraints.
- Portfolio Management —is a means to manage initiatives and programs in an integrated, coherent fashion. For defining these programs, a common language is needed for the business and IT aspects involved and also for (expected and realized) outcomes and added value.
- Programme Management —is an instrument to achieve business benefits. It is a way to manage uncertainties, changes, and coherence between projects. In coherence with the complete portfolio, rankings for the projects or interventions have to be made to develop a route consisting of projects toward the desired state. Program management focuses on the managerial aspects of this body of projects.
A strategy can be influenced by developments in the environment of the organizations.
These developments may be due to political, environmental, socio-cultural, technical, economic, as well as legal factors (also refer to the
PESTEL framework)
A strategy can also be influenced by changes in the availability (and
becoming aware) of an organization’s resources and competencies, leading
to a resource-based view of a strategy.
