PLAY 1

DEFINE A PROGRAM VISION

Set the destination before mapping the route.​

​

Start with the “why.”  What change are we unlocking?  How will life be better for users?  A crisp vision aligns every project team and keeps the program laser-focused. 

How we do it:

​

• Define the program, success metrics, and identify stakeholders

• Translate big goals into clear, measurable benefits (fewer clicks, faster claims, higher satisfaction)

• Share and refine the vision with stakeholders until everyone is aligned

​

PLAY 2

ESTABLISH A BASELINE, THEN BUILD THE ROADMAP

Big picture, clear path.​

​

Programs can sprawl quickly.  Lock in the must-haves, nice-to-haves, and out-of-scope items with a roadmap that shows how pieces deliver value over time. 

How we do it:

​

• Group related projects into value releases (e.g., “MVP,” “Enhanced Reporting,” “Mobile Expansion”)

• Use agile road mapping: detail near-term tasks and keep long-term goals directional

• Re-baseline quarterly to handle scope shifts without derailing momentum

PLAY 3

LEVERAGE AGILE GOVERNANCE

Build guardrails, not speed bumps. ​

​

Governance shouldn’t be restrictive.  Establish lightweight mechanisms that keep quality high and make decisions quick. 

How we do it:

​

• Create a Program Kanban to show cross-project status

• Hold bi-weekly steering huddles for executive decisions and risk escalations

• Define a quick path for approving scope or technology changes

PLAy 4

   BUILD AN INTEGRATED PLAN & DEPENDENCY MAP

No surprises, just synchronicity. ​

​

Dependencies are where programs sink or swim.  Map them early and revisit often so teams stay synced. 

How we do it:

​

• Maintain a living dependency board (features, integrations, deliverables)

• Conduct weekly cross-team stand-ups to surface blockers fast

• Time-box critical path milestones, adding buffers where risk is highest

​

PLAY 5

ORCHESTRATE RESOURCES & BUDGET

Right people, right time, right tools. ​

​

Balance capacity with demand to manage team burnout and progress across all projects. 

How we do it:

​

• Track team allocation at a program level

• Use rolling 90-day forecasts to spot hiring or scaling needs early

• Tie demand to value milestones, ensuring capacity flows where impact is greatest

PLAY 6

MANAGE RISK PROACTIVELY

Dampen sparks before fires. ​

​

Risk management should be a daily habit, not a quarterly ritual.

How we do it:

​

• Keep a program-wide risk register with owners, triggers, mitigations

• Review top risks in every steering huddle

• Celebrate risk avoidance wins the same way we celebrate feature launches

PLAY 7

ENGAGE STAKEHOLDERS FOR CHANGE

People first, change second.​

​

Even the best product will fail if people aren’t ready to use it.  Engage stakeholders from the onset and through every step of the process. 

How we do it:

​

• Craft a stakeholder matrix

• Provide demo days, mock-ups, and hands-on previews to gather feedback and build excitement

• Establish training, communication, and feedback protocols that respond to change and make adoption smooth

PLAy 8

TRACK THE VALUE

Measure the magic. 

​

Tasks get checked off, but impact lasts.  Make sure the intended benefits are delivered by tracking for outcome, impact, and worth.

How we do it:

​

• Define objectives and key results (OKRs) up front

• Build dashboards that track and project progress

• Run quarterly benefit retrospectives