In the introduction to this topic (see here), we asked how do you ensure, or assure, that your project or programme has been established with healthy governance in mind – and is still appropriate for this stage of the journey? We stated ten golden rules - this blog concentrates on the second of these rules

Purpose, Vision and Roadmap

In the first of our blogs, we considered the importance of Alignment and Relationship of programmes to organisational strategic goals. But that may not be enough for some stakeholders to fully understand the outcome and end state being sought from this programme. Most people need some breakdown of the organisational goal into more granular clarity of the purpose (the ‘why’), vision and “end state”. To give real meaning we need to clearly define the destination, outcome and benefits (e.g., Market positioning, Target Operating model, profitability, reputation, etc.) and the journey (the steps needed to achieve the outcome)? The purpose (‘why’) and desired outcome and end state vision should drive all key decisions and delivery at all stages. Ok so I recognise that for complex projects/programme then the vision, journey and definition of success might be a bit murky at the outset, but that’s ok. The clarity can evolve over time. 

For your specific programme Is there a clear purpose that makes sense to you, is there a vision that is articulated in a concrete way (e.g. enterprise target operating model) and an overall method for the journey that is clearly articulated and understood by the team and stakeholders? Has the project / programme adopted an appropriate delivery method for the type, complexity, complication, stakeholder environment, technology, politics? For example, choosing a traditional ‘waterfall’ or linear / predictive approach might be fine for a simple project over a short timescale. However, delivering into a rapidly changing and complex stakeholder environment where the objective and method of getting to the result is uncertain is likely to lead to failure.