Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 1
How to Prepare a Program Roadmap
Kevin Byrne, Robert Keys, Cynthia Schaffer, Andrew N. Solic
Drexel University, USA
kevin.byrne1987@gmail.com, rrk36@drexel.edu, cs537@drexel.edu, andrewsolic@gmail.com
Abstract
The rationale for conducting this research study is to develop an outline for a comprehensive
program map. The Project Management Institute in The Standard for Program Management (3rd
ed.) elaborates when the institute states, “The program roadmap should be both a chronological
representation in a graphical form of a program’s intended direction as well as a set of documented
success criteria for each of the chronological events. It should also establish the relationship
between program activities and expected benefits. It depicts key dependencies between major
milestones, communicates the linkage between the business strategy, planned prioritized work,
reveals and explains gaps, and provides a high-level view of key milestones and decision points”
(PMI, 2013a, p. 29). Program maps are essential in program governance and for implementing
and aligning business strategy within projects across the program. Therefore, program maps are
vital for continued program success. This study will assume the perspective of a program manager
supervising a program. What opportunities and problems are presented in this research study?
This research study presents a unique opportunity to acquire an enhanced understanding of
programs and program management while subsequently acquiring new revelations on the
importance of program maps. The challenges presented in this research study are centralized
within the scope and limitations. Given the variety of perspectives and interpretations, postulating
a comprehensive program map becomes a unique challenge. Context within industry and business
further complicates this ambitious goal. What is the environment in which this study is conducted?
The environment in which this research study is conducted includes a diverse variety of academic
interpretations, case studies, and professional interviews that can be utilized to provide support
and evidence in achieving the objective.
Keywords: Program map, project management, knowledge transition, resource disposition
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Introduction
The program road map is the simplified culmination of an intensive deep dive into what makes up
the program, what it should look like in its end state, the program dynamics, the details behind
each and the sequence in which the program will move.
Creating a program road map is critical to being able to see all of the “high-level strategic
directions and dependencies” of a program in chronological order. It also provides “an integrated
view” of your overall strategy and is useful in communicating the program timelines as they are
visualized in a graph instead of just written down (PMI, 2013b, p. 82).
The key to creating a successful program map is to keep it simple and not to bog it down with lots
of low-level detail as this will just cause confusion. The program sponsor will see this, which
means that it should have a high “executive” level of detail. Keeping it simple also gives the
program team a chance to see if they missed any obvious steps, processes or dependencies as it
won’t be cluttered with unnecessary information. Mark Byrne (2013) agreed with this simplistic
approach, saying that “it can be used as a quick reference tool” for the team in regards to what
needs to get done and the dependencies.
Literature Review
As it is considered a staple reference and guide for project management, The Standard for Program
Management (3rd ed.) was studied for this research. Fundemental roadmap and information
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regarding the Program Management Life Cycle Phases were found here. As a leading resource in
standards for program management, this book was helpful in lending source information. Also
consulted for base information was The Standard for Portfolio Management (3rd ed.). This
textbook enlightened the team on what makes a program roadmap critical to the process.
Program Management for Improved Business Results was also reviewed to provide a more
thorough understanding of program definition. This source assisted in the evaluation of the
activities involved, such as developing concepts, preliminary requirements, scope frameworks,
deliverables, timelines and cost guidelines.
An article written by Duncan, Avoid the Same Old Mistakes by Focusing on Lessons Learned, was
used as a supplemental source that gave useful information on lessons learned. It allowed for a
deeper understanding of its essential nature within the knowledge transition component discussed
under program closure. Additionally, How to build a Roadmap was reviewed and used in great
detail. This site was considered a value-add to the overall exploration performed by the team.
Mark Byrne, a Senior Program Manager for a major international defense contractor with nearly
30 years of experience, was interviewed and consulted for his expertise in the field. The
information gleaned from this source has been tremendously useful throughout the quarter and his
shared knowledge has helped clarify what a program manager works through in a real life situation.
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 4
The multiple interviews conducted with him allowed for further illustration of the impact of the
processes and relevant components of the program roadmap. His experience working on a major
international defense contract was some of the most relevant information from a working source.
Methodology
This research was conducted through the review of past and current literature on project
management, program management, and portfolio management. The qualitative research material
as indicated above was part of a data collection process to detail the pertinent features involved in
detailing a program roadmap. Also included are the Program Management Life Cycle Phases.
The use of the textbooks described in the literature review allowed for building a foundation
wherein the roadmap could effectively be created and the additional sources are simply a valueadd to the overall research which was looked at from the perspective of a Program Manager. To
illustrate the point of the impact of the process and relevant components of the roadmap,
interviewee Mark Byrne was consulted regarding real life experience’s managing an international
defense contract.
Program Roadmap
As a program manager, there are five steps one must take to get to the point where a complete
program roadmap can be created (Parnitzke, 2011). A graph of which can be seen in Appendix A.
These five steps are as follows:
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1. Develop a polished current state understanding of the program





What are the goals of the program (both strategic and quantifiable)
Your cost drivers
Functional needs
Business artifacts
Business processes
2. Define what the program aspires to be in its end state- (current vs. desired end
state)
 Your performance goals and or targets
 Guiding Principals
3. Run a Gap Analysis with team (see graph B) Where the program is now compared to where it wants to be in the end.
This will reveal all the activities that need to be addressed to get there. Do
this for the following: Organizationally, functionally, technically, and for
process. Businesses often refer back to previously captured best practices or
“reference architecture” to assist in speeding this step of the process up. Mark
Byrne (2013) says that in the gap analysis step his program team makes “a
bridge between where you are today and where you need to be tomorrow”.
4. Prioritization effort – (what needs to be done?)
 Take the list of the action items found by doing the gap analysis and
determine “what is feasible and what has the highest business value”. It is
important to keep the program’s defined period of performance in mind while
doing this. Stay realistic towards both budget and schedule.
5. Determine the best sequence of events – (What’s the order in which events are
completed?)
 Clearly define the dependencies, what needs to start before everything
else, what is the critical path?
 Is this sequence doable with the resources available to the program team?
Be realistic.
Create the program roadmap – (Appendix C)

Exactly what gets done, when, and in what order, visually (on a
graph)

Final edits and corrections
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
Get buy in from program sponsor
Program Definition
The program life cycle includes multiple phases and activities that are completed to aid in
producing a successful program. The portfolio management body works hard on numerous
activities prior to the start of the program definition phase. These activities include but are not
limited to; “developing concepts, preliminary requirements, scope frameworks, deliverables,
timelines and cost guidelines” (PMI, 2013a, p. 67). Milosevic, Martinelli, & Waddell (2007) state,
“program definition involves integrating the goals, objectives, and ideas generated from these
inputs to create potential product, service, or infrastructure concepts and then testing the feasibility
of the concepts from a business perspective” (p. 146). It is essential for the program definition
phase to be completed to ensure that the program remains in line with organizational objectives
and achieves business goals and strategic outcomes. PMI (2013a) likes to group program
definition into two distinct but overlapping sub-phases; program formulation and program
preparation. There are very distinct objectives that need to be completed during both of these
specific sub-phases. Discussed first, is elaboration on program formulation. The most vital task
to complete during program formulation is the selection of the program manager.
“During program formulation, the sponsoring organization assigns a program sponsor to oversee
the program. The sponsor’s key responsibilities also include securing the necessary financing for
the program to run” (PMI, 2013a, p. 68). It is then that the sponsoring organization and the selected
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program manager can work hand-in-hand in order to complete the rest of the tasks under this subphase. The program manager will sometimes be involved in the processes to secure the program
funding. Once the financing for the program has been secured, the program manager and program
sponsor work closely together to initiate studies and estimates of scope, resources, and cost. Once
this phase is completed, it is time for the initial risk assessment to be developed. After the initial
risk assessment has been created, the program manager must then develop a program charter and
roadmap. The program charter, roadmap, risk assessment and estimates of scope, resources, and
cost must be approved in order for program preparation to begin. Once these sections are
approved, the second phase of program definition can begin.
Program preparation is the second and final sub-phase of program definition. “During program
preparation, the program organization is defined and an initial team is deployed to develop the
program management plan.
“The program management plan is developed based on the
organizations strategic plan, business case, program charter, and other outputs from program
formulation” (PMI, 2013a, p. 68). Not only is the plan based on these elements, it is also created
in a manner that will give the organization the best shot at achieving its desired objectives. There
are three key activities in the program preparation sub-phase. They include, “establishing a
governance structure, deploying the initial program organization, and developing a program
management plan” (PMI, 2013a, p. 68). Because they are necessary elements that make up the
backbone of the program itself, these three key activities have to be done with precision. It is
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 8
notable to point out that program governance is of the utmost importance. Improper program
governance can lead to failed programs. During program definition and each of its phases, it is
important to note that the outputs may continue to be updated until the final plans are reviewed
and approved. In order for a successful conclusion to the program definition phase, the program
manager must have the program management plan reviewed and formally approved. Normally a
program governance board that is already in place approves the program. It is only then that the
program life cycle will continue onto the program benefits delivery phase.
Program Benefits Delivery
Program benefits delivery is a crucial part in the program life cycle map process. “Throughout
this iterative phase, program components are planned, integrated, and managed to facilitate the
delivery of the intended program benefits” (PMI, 2013a, p. 68). The program team that was
selected during the program preparation sub-phase provides oversight and support to position the
components for successful completion. PMI (2013a) states that “component management plans
covering cost management, scope management, schedule management, risk management, and
resources management are developed at the component level and integrated at the program level
to maintain alignment with the program direction to deliver the program benefits” (p. 69). It is
important to note that programs have a substantial element associated with uncertainty. The
program roadmap and program management plan will state the intended direction of the program,
but will not always provide the full collection of necessary program components. This is why it
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 9
is key during the program formulation sub-phase of program definition to establish an effective
risk assessment. During the program benefits delivery phase, the program manager must be sure
to exhibit proper checks and balances to ensure his/her program stays on track. PMI (2013a)
suggests that, “program managers, when necessary, must re-plan for proper integration of
components or changes in the program direction through adaptive change” (p. 69).
The hope of most all organizations is that the program manager will be able to effectively manage
each of the components consistently, at the same time, and keep them in line with organizational
strategy. The goal here is to reach results that would not have been possible by managing the
components as separate entities. PMI (2013a) states that, “each program component will iterate
through the following component-level sub-phases; component planning and authorization,
component oversight and integration, and component transition and closure” (p. 69). “Component
planning is performed throughout the duration of the program benefits delivery phase in response
to events that require significant re-planning or new component initiation request” (PMI, 2013a,
p. 69). Component planning contributes to ensuring that all components and new component
requests will be integrated into the program and will be positioned for a successful execution. The
program governance board provides the guidance for processes leading to authorization; they
ensure that the component properly supports the organizations expected results.
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The next sub-phase of the program benefits delivery is component oversight and integration.
During this sub-phase, each team executes their associated plans and program integrative work.
“Throughout this activity, components provide status and other information to the program
manager and to their associated components so their effects may be integrated into and coordinated
with the overall program activities. Without this step, individual components may produce
deliverables; however, the benefits may not be realized without the coordinated delivery” (PMI,
2013a, p. 70). This is a short phase, however, it is a crucial one. In this phase, the program manager
may also initiate a new component to assist with the coordinated delivery of multiple components.
Without this step PMI (2013a) suggests that benefits may not be realized (p. 70).
The third and final sub-phase of the Program Benefits delivery phase is that of component
transition and closure. In this sub-phase, all areas are reviewed to ensure that the benefits of each
component were delivered and moved to any remaining projects and sustaining activities. PMI
(2013a) states, “The final status is reviewed with the program sponsor and program governance
board before the authorizing formal program closure” (p. 70). If the components of the program
have produced their projected deliverables, and or have been efficiently transferred to another part
of the organization, only then will the program get authorization to close. There are numerous
activities that occur in order to officially closeout the program. In order for the organization to
remain competitive and effectively utilize all of their resources, they must take extreme caution
when closing out their programs and ensure that resources are being used properly.
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Program Closure
Program closure is the final phase of the program map. Although often marginalized in favor of
more tangible applications and processes, program closure nevertheless remains a critical phase
and includes a variety of important processes in order to formally close a program and build upon
any lessons learned.
The Project Management Institute in the The Standard for Program
Management (3rd ed.) elaborates when the institute states, “The program ends either because its
charter is fulfilled or conditions arise that bring the program to an early close. When a program
has fulfilled its charter, its benefits may have been fully realized or benefits may continue to be
realized and managed as part of organizational operations” (PMI, 2013a, p. 88). Although the
conditions may vary for when and why a program closes, it is important for the program manager
and program team to engage in a formal process for closing a program. This can include such
actions as final reports, knowledge transition, and resource disposition. Mark Byrne agreed that
there is a formal process for closing a program and it includes the previously mentioned as final
reports, knowledge transition, and resource disposition. He called them “spot on” with what
happens in the real world.
Final Reports
As the program comes to a close, it is vital for the program manager and program team to obtain
the final reports from all program participants, vendors, and stakeholders. Reports should be
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acquired to collect, summarize, and categorize project and program dates in order to analyze and
interpret the data. These final reports can be inclusive of, but not limited to, financial and
performance assessments, areas for improvement, unforeseen risks, and successes and failures
(PMI, 2013a, p. 88). These reports greatly assist the program manager and program team in
ensuring that no outstanding issues remain, prior to concluding the program, while capitalizing on
lessons learned and transitioning knowledge to future projects and programs.
Knowledge Transition
The program manager and program team will need to build upon lessons learned at the end of the
life cycle of the program. What worked? What didn’t work? Was the program over-budget and
why was it over-budget? Was the program behind schedule? Did the program have the
necessary resources? These are some of the questions that the program manager and program
team must ask in order to build upon any lessons learned and apply such knowledge to future
projects and programs. Haughey (2010), in the article Avoid the Same Old Mistakes by Focusing
on Lessons Learned, elaborates on this when the author states:
Creation of a successful lessons learned culture needs leadership support as well as time
and buy-in from project managers. Implementation of a simple process for collecting,
collating, analyzing and disseminating lessons learned is essential if it’s to be adopted.
Once lessons have been captured, they need to be made available to all project teams to
help them avoid repeating problems of the best. It is important that these teams understand
what past projects have to tell them and act upon that information (p. 2).
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Mark Byrne (2013) agreed with this quote from Haughey and adds that at his company lessons
learned are “collected throughout the life of the program and they are retained within a
SharePoint….so that new, similar programs’ Managers can reach back and look through the
lessons learned before they even get started, and it gives them some good ideas on what to do, and
certainly what not to do.”
Resource Disposition
During program closure, program and project resources must be accounted for. The program
manager must evaluate resources and manage such for future projects and programs. The Project
Management Institute in the Standard for Program Management 3rd Edition states, “Efficient and
appropriate release of program resources is an essential activity of program closure. At the
program level, program governance releases resources as a part of activities leading to program
closure approval. Component resource disposition includes transitioning resources to another
component in execution or another program in the organization that requires similar skills or to
match the needs to the resource being dispositioned.” (PMI, 2013a, p. 88). As emphasized in the
above excerpt, resources should be transitioned to new programs and projects. This is critical for
future program successes and stakeholder support.
Mark Byrne (2013) notes that
people/manpower are resources too and should not be overlooked, “When you have a team of
several hundred people working on a program you need to start thinking about where those people
are going to go when they exit the program and where we can land them into new jobs…”
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 14
Summary of New Findings
Overall this investigation led to a much broader understanding of exactly what goes into each step
of the program management lifecycle. It was observed that to be a successful program manager,
it is paramount that one be heavily involved from the very beginning. From creating a program
roadmap, program definition and day to day managing, through to the conclusion of program
delivery, closure and lessons learned. It was also found that there appears to be a general guided
trail of steps (or a roadmap) needed to put a manager’s project/program on the right track for
success.
It is worth noting that in both academic/scholarly writings that were reviewed and through
interviewing a real world program manager, there is an agreement in the structure of these steps
and its effectiveness.
Our interviewee, Mark Byrne, also stressed the importance of
communication throughout the programs lifecycle as well as the benefits of properly recording
lessons learned. He states that it is important as a program manager to “put a team together and
keep that team in lockstep in terms of constant communication to drive the program to its
completion, on schedule, on or under budget and with a high quality product” (Byrne, 2013). He
also goes on to say, “A good program manager should have a documented series of lessons learned
that would be made available to other Program Managers as they move forward (Byrne, 2013).”
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Another important finding was that the program is not done when the core deliverables are
completed.
There are final reports to write up for stakeholders and upper management,
dispositions to be made, and knowledge to be transferred. Ignoring these steps is not acceptable.
On a more general note, it is interesting, promising, and exciting to see that, through years of
mistakes, successes, and lessons learned throughout general project/program management that the
management community has arrived at this recipe for success. The management community
arrived at this through academic analysis, pursuits and certifications, as well as the creation and
constant updating of a formal global standard to save these lessons for future managers to add and
learn from, called “The Project Management Institute in the Standard for Program Management”
(PMI).
Analysis and Discussion
Through academic research, case studies, and professional interviews, this research study acquired
an enhanced understanding of programs and program management. It analyzed and examined the
components of a program map, including program roadmap, program definition, program benefits
delivery and program closure while subsequently combining the insights derived from an interview
with Mark Byrne. What resulted from the academic research and work completed here was a
newfound knowledge and insights into managing projects into programs aligned to business
strategy.
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This study is limited in the work completed and does not profess to develop a comprehensive
program map covering all subjects and industry applications in their entirety. This is primarily due
to the diversity of perspectives and interpretations in the discipline, subsequently resulting in a
multitude of different approaches and conclusions. Therefore, this study is limited and should
only serve as an overview of conventional programs and program management.
The implications for this study include unique conclusions on program maps within program
management. The potential applications for this study are primarily academic. This study can
serve as an introduction for both aspiring and seasoned program managers seeking to acquire an
enhanced understanding of programs, program maps, and program management overall. However,
it is important to avoid generalizations and oversimplifications on program maps and cannot infer
that the developed plan would apply for all programs.
Conclusion
Through research (academic, scholarly, and real world experience) it has been discovered that
through years of collected lessons learned (both successes and failures) there seems to be a simple
program/project “success path” that has emerged. This general path through each stage of a
program/project lifecycle makes it easier for managers to more quickly start off on the right track,
be more efficient in terms of schedule and budget, and spend less time floundering about,
wondering what the next step should be.
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It was interesting to see that this “success path” is not always taken strictly from the PMI handbook
and used word for word; it has also been developed by mature businesses to fit their unique needs.
Mark Byrne spoke about how the company he works for used the PMI as a jumping off point and
developed their own program management governance called the Program Performance
Management Plan (PPMP), thus sculpting it to better suit their distinctive needs. Mark Byrne says
“We certainly follow a lot of the guidance’s, directions, ideas and concepts of PMI but we form
our own program performance management plans to better fit our real world requirements (Byrne,
2013).”
The availability of phases to follow and guidance offered by the Project Management Institute,
gives program managers the world over a chance to ensure they are moving their company in the
right direction. Taking steps to create a unique path that is fashioned distinctly for strategic goal
and company alignment affords the chance of increased program realization. By following the
above steps to create a program roadmap, program managers are already on the road to success.
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 18
References
Byrne, M. (2013, December 10). Sr. Program Manager. (K. Byrne, Interviewer)
Haughey, D. (2010). Avoid the Same Old Mistakes by Focussing on Lessons Learned. Retrieved
December 4, 2013, from Project Smart Web site: http://www.projectsmart.co.uk/avoidthe-same-old-mistakes-by-focussing-on-lessons-learned.html
Milosevic, D. M., Martinelli, R., & Waddell, J. M. (2007). Program Management for Improved
Business Results. Hoboken, NJ: John Wiley & Sons Inc.
Parnitzke, J. (2011, March 5). How to build a Roadmap. Retrieved December 4, 2013, from
Applied Enterprise Architecture Wordpress Web site:
http://pragmaticarchitect.wordpress.com/2011/03/05/how-to-build-a-roadmap/
PMI. (2013a). The Standard for Program Management (3rd ed.). Newtown Square, PA: Project
Management Institute.
PMI. (2013b). The Standard for Portfolio Management (3rd ed.). Newtown Square, PA: Project
Management Institute.
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 19
Appendix A
Note. Complete Program Roadmap Steps. Reprinted from How to build a Roadmap. Retrieved
December 4, 2013, from Applied Enterprise Architecture Wordpress Web site:
http://pragmaticarchitect.wordpress.com/2011/03/05/how-to-build-a-roadmap/
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 20
Appendix B
Note. Gap Analysis. Reprinted from How to build a Roadmap. Retrieved December 4, 2013,
from Applied Enterprise Architecture Wordpress Web site:
http://pragmaticarchitect.wordpress.com/2011/03/05/how-to-build-a-roadmap/
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 21
Appendix C
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 22
Note. Master Data Management Plan. Reprinted from How to build a Roadmap. Retrieved December 4, 2013, from Applied
Enterprise Architecture Wordpress Web site: http://pragmaticarchitect.wordpress.com/2011/03/05/how-to-build-a-roadmap