In every org I've ever worked, enterprise planning and prioritization has been a challenge. A number of competing approaches come together to make the spaghetti
- By the book, we understand that priorities and initiatives flow down from the overall strategic initiatives.
- We also know, that product managers prepare vision statements and roadmaps for their products, which provides a 'bottom-up' view of planned items
- some initiatives have dependencies, pre-requisities. This means that, unless the initiative without which this initiative cannot start, is approved - there is no point in prioritizing or funding this one.
- most initiatives will require labour, and often labour with a specific skillset or area of knowledge. Many initiatives may be competing for the same skill set, and there is no point approving all of them, if only a few can actually succeed.
So we often end up in a 'chicken-and-egg' situation.
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