All system programs share aspects of opportunity, risk, innovation and constraint. They also are all executed in people-based organizations, where context, history, and culture can add complexity – this is a simple reality of any real-world enterprise.

To manage expectations and thread the project through the organization successfully I tailor technical and program management approaches to fit the program, client, and supplier culture. In doing so I have found it beneficial to leadership to align the work against three simple principles.

Clear; a strong, defined approach that is authentic, predictable, and measurable – we know where we actually are, and how far we are from where we need to be.

Consistent; Enterprise tier programs and systems are highly complex technically and administratively. They often come with long horizons geographically and through time. Players come and go in the program, priorities shift. Using system models and frameworks are key to weathering change over time.

Comprehensive; the program has to balance the practicalities of delivering a solution on time and on budget, while on the other hand extending discovery of the under-defined or unforeseen to reach a superior solution. This is confusing and can be high-risk territory to navigate. Focusing on both makes for a more comprehensive and appropriate solution.