- Foreword and Introduction
- 1: Putting projects in context
- 2: Entity arrangements
- 2.1 Strategic alignment
- 2.2 People and culture
- 2.3 Effective governance
- 2.4 Common APS Requirements
- Summary for entity arrangements
- 3: Individual project proposals
- 3.1 Clarifying the concept
- 3.2 The business case
- 3.3 Approving the project
- Summary for individual projects
- 4: Project implementation
- Quick reference card
PDF version of guide [3.0MB]
PDF of Quick reference card [0.3MB]
Tips for PDF and HTML versions [0.5MB]
Word version of checklists [0.1MB]
2.1 Promoting strategic alignment
“Creating the right environment for planning takes the personal involvement of the agency’s senior executives. It takes their experience and skills in setting directions, their perseverance in promoting those directions, and their constant and visible support for the value of professional and pragmatic project planning.”
An entity’s goals and strategies are usually expressed in a corporate or strategic plan covering a planning period of several years.
Progress towards an agency’s goals will be aided by individual projects being aligned with them. That is, the projects contribute to one or more goals, appropriately complement other projects and initiatives, and are consistent with agency policies and standards.
More effective alignment will be achieved if an agency promotes an active understanding of strategic issues in the executives and staff involved in project planning. This understanding will foster more effective consideration by those developing project proposals of their project’s potential contribution to agency goals, rather than minimal conformity.
Progress toward agency goals will be further supported by making it as straightforward as possible for projects to demonstrate their specific contribution to these goals.
Important areas for consideration in project planning include alignment with agency corporate goals, alignment with the entity’s ICT strategy, and alignment with government policies generally.
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