Program Management Curriculum Hero Image
Aligning Work With Strategy

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
SHOW CREDIT DETAILS
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-Led Training 21 4 9 8 0 0 0 4 0
Virtual Instructor-Led Training 21 4 9 8 0 0 0 4 0
Delivery Method Instructor-Led Training Virtual Instructor-Led Training
PDU Total 21 21
Technical PMP/PgMp 4 4
Leadership 9 9
Strategy 8 8
PMI RMP 0 0
PMI SP 0 0
PMI ACP 0 0
PfMP 4 4
PMI PBA 0 0
  • CEUs: 2.1
  • CPEs: 25
  • CDUs: 21
Synopsis

Aligning Work With Strategy sensitizes participants to the mindset necessary to think and act strategically as they lead and execute work in their organizations. Attendees focus on the mutually supportive skills of translating the larger organizational strategy to their own work and architecting their own strategies for executing this work. Additionally, participants learn the importance of having a strategic frame of reference that maintains alignment of strategy with the critical domains of work and people to enable effective execution. The course introduces multiple viewpoints on strategy and illustrates how today’s complex environment requires a more adaptable, responsive, and fluid concept of strategy. It reinforces the need for a more tightly coupled feedback loop between strategy and execution. Participants also learn various ways to maintain alignment between their own local level strategies and the larger overarching organizational strategy that they are ultimately responsible for implementing.

Learn
  • Describe global trends that make today’s work environments different
  • Explain the importance of translating and aligning project-based work to organizational strategy
  • Identify areas of misalignment in your organization and team that impede strategic execution
  • Utilize a framework model to identify domains that must be aligned to improve chances of project and program success
  • Assure that project-based work success serves the goals of the organization
  • Architect the alignment of necessary elements for strategy execution
  • Translate the organization’s strategy to the work of the department, team and individual.
Topics
  • Perspectives on Strategy and Execution

    Your Strategic Role: Architect-Translator-Doer

    Setting The Global Business Context

    A Brief History of Economic Growth

    A Brief History of Technological Adoption

    The Interdependent Age

    Volatility, Uncertainty, Complexity, Ambiguity (VUCA)

    The VUCA Vortex

    The Origins of Strategy

    Strategy Rests on Unique Activities

    Framing Strategy

    Five Perspectives on Strategy

    Synthesizing Strategy

  • Framing For Alignment

    The Importance of Strategy Execution

    Strategy Isn’t Enough

    Project Execution Isn’t Enough

    From Project Execution to Strategic Execution

    Rewards of Effective Strategy Execution

    Work and Strategy Must Be Aligned

    ATD: Playing the Translator Role

    Leading Work for Strategic Execution

    Overcoming Execution Myths

    Factors for Strategic Execution

    A Framework (SEF) for Diagnosing Strategic Execution

    The External Environment

    Organizational Alignment and Misalignment Examples

  • Aligning Ideation, Culture, and Structure

    Ideation Helps You Point North

    The Ideation Domain

    The Nature Domain

    Aligning Formal Structure and Culture

  • The Measuring Stick: Applying Goals and Metrics For Results

    The Vision Domain

    Defining Goals and Metrics

    Goal Alignment

    Goals Cascade…. Strategies Don’t Have To

    Cascaded Goals

    SMART Goals

    CLEAR Goals

    Metric Stack/Cascade

    Measure What Matters to Customers

    Countervailing or “Paired” Metrics

    Qualitative Metrics

    Accountability is the Key to Goal Achievement

  • Strategy Execution Mapping

    Organizational Strategy Drives Project-Based Work (PBW)

    Strategy Execution Map (SEM): A Visual Alignment

    SEM Characteristics and Essentials

    SEM Template and Category Definition

    SEM Process

    Organizational Linkage

  • Interpreting the Larger Strategy to Form Your Strategy

    ATD: Playing the Architect Role

    Forming Strategy for Project-Based Work

    Mindsets of Strategic Work Leaders

    Mindsets of Successful Strategic Teams

    Turning Work Outputs into Business Outcomes

    Plan for Transition As Part of Strategy

    Practices for a Clean Handoff to Operations

    Setting Your Strategy for PBW

  • Maintaining Alignment

    ATD: Using Feedback to Maintain Alignment

    Aligning Leadership and Management

    Prerequisites for Maintaining Alignment

    How to Maintain Alignment

    Alignment Workshops

    Baseline Alignment Package and Reviews

    Metaphors for Leading Strategy Execution: The Classical vs Jazz Approaches

    Nine Strategy Implementation Points to Consider