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| Filibusteras by Carlos Buendia |
All of this planning requires strategic inputs to get started, which are the outputs of the business strategy process.
As the program is defined, and the scope of work is agreed to, the programs constituent parts are analyzed and verified against the businesses strategy. A justification process assesses proposed work to ensure it is necessary and will contribute to overall success of the business. Finally, programs and their projects are identified, and scoped and authorization is given to start the mobilization work.
It is important to get started, and not wait for all of the strategic inputs. Initiate mobilization, even though there are a variety of approaches and processes within organizations for creating the strategic inputs. Create a concept document which defines and documents commitment and use it for guidance to get started.
It is important, as a precedent to get definition and commitment, prior to any work effort starting on the mobilization of the program. Review the documented guidance, and identify and review strategic work products and determine if mobilization can start based on readiness to move forward with the work effort.
If in the assessment it is determined that many strategic work products are missing, or incomplete; it may be required to determine and plan additional tasks to create them. And, it may be important and needed to include these tasks into the start-up plan, prior to beginning the mobilization work.
Moving forward with the start-up and mobilization of the program when significant deficiencies in the work products from the strategic business process exist, will increase the risk of failure of the program, or of major chances that rework will take place, and ensure that wasted work effort will take place, as the impact of these gaps is realized during the work effort of the Program.
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