Treasure from the Delivery Roadmap

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Strategy  

Your organization can have the best strategy for gaining market share and creating a fantastic customer experience, but how does that strategy get accomplished? How does your organization ensure the necessary programs and projects are accomplished as quickly as possible? How does your organization avoid obsolete programs and projects? How does it make sure resource and budget constraints are accommodated or eliminated? Or make sure that placement of projects on the roadmap does not actually represent the priorities of prestigious leaders who don’t necessarily support the organizational strategy?

That’s a lot of questions, but each should be addressed by using the correct tactics while developing your organizational roadmap.

Placing Projects into a Roadmap
The first draft of the roadmap should use an active approach to identifying programs and projects that clearly support the strategy and placing them in a logical order based on precedent and priority. You have to avoid “passive placement” where projects appear unquestioned on the roadmap for reasons other than strategy, such as that they are already underway or supported by sponsors with high prestige.

• Given your list of strategy-supporting program and projects (which is what you want on the roadmap, correct?), consider which projects are dependent on others. For example, an …

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