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Compass Performance, Inc.Program & Project Management™ | Compass Value Stream
Compass Performance, Inc. · Insightshttps://www.compassperformanceinc.com/library/value-stream--program-and-project-management
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Program & Project Management™ | Compass Value Stream

2 min read

https://www.compassperformanceinc.com/library/value-stream--program-and-project-management

VS 03 · Compass Value Stream

Program & Project Management™

Does committed work actually finish, in the right order?

One descent from strategy to the daily stand-up, where each altitude owns one decision, one cadence and one artifact the altitude below inherits.

The SIPOC of this stream

SIPOC at a glance

  • Owner, board and executive team — objectives and funding
  • Portfolio council, including the CFO
  • Program and project sponsors
  • Delivery teams and functional resource owners
  • Strategic objectives with measures
  • Chartered and candidate work, scored on one scale
  • Real capacity — people, money and management attention
  • Dependencies, risks and benefit assumptions
  • Set direction — objectives, measures and the concentration they demand
  • Select and sequence the portfolio: Now, Next, Later, Declined
  • Group work into programs where benefits only arrive together
  • Charter and run projects with owners, gates and measures
  • Move the work in sprints or short cycles with visible flow
  • Run the daily altitude — remove blockers, escalate what the day cannot fix
  • Close, transfer ownership and review benefits realized
  • A ranked, sequenced portfolio with recorded declines
  • Program and project charters with gates and owners
  • Visible flow — boards, cadence and status without theater
  • Escalation that reaches the altitude owning the decision
  • Benefit-realization reviews and ownership transfer at close
  • Ownership, the board and the portfolio council
  • Sponsors, program and project managers
  • Delivery teams and the functions receiving the result
  • The Change & Transformation™ stream, which depends on delivery

Program & Project Management converts priorities into governed, coordinated and measurable delivery.

Every Compass process is part of one integrated system. Outputs from one process become inputs to the next. The FOUNDATION–SIMPLIFY–LEAD–GROW engine establishes how the enterprise performs and grows. The execution engine converts strategic and 80/20 priorities into coordinated change and disciplined delivery. ARC continuously renews both.

80/20 Front-to-Back · LEAD · Strategic intent

GROW · ARC

Program & Project Management™ · the high-level process

The altitudes, top to bottom

Six altitudes. Each answers one question, holds one decision right, runs one cadence and produces one artifact the altitude below inherits.

Stage 01 · Enterprise strategy — direction

What must be true about this enterprise three years from now? Owned by ownership, the board and the executive team; reviewed annually, read quarterly.

YOUR NEXT STEP

Start with a confidential conversation about what you want to achieve

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