Aligning Risk Management, Performance Management & Strategic Delivery

Delivering Strategic Goals with a systematic approach to strategic delivery, underpinned by performance and risk management.

In an ever-changing and competitive landscape, organisations need to ensure they are agile, responsive, and able to deliver on their strategic objectives effectively. This requires a systematic approach to strategic delivery, underpinned by robust performance and risk management processes. It is against this backdrop that we delve into an exploration of these critical components, detailing their interconnected nature and their role in achieving an organisation's vision.

From setting clear organisational goals to defining in-year deliverables and aligning team activities, the importance of these elements cannot be overstated. Through an agile, hierarchical management approach, they enable the realisation of strategic objectives whilst ensuring a balance between operational and change deliverables. The key role of governance and assurance gives senior stakeholders the clear picture of progress, success, and delivery.

We will unpack each element in detail, setting the stage with

• the definition and purpose of Key Performance Indicators (KPIs) and SMART objectives.
• illuminate the processes of strategic delivery, performance management, and risk management, and
• Identify their roles and interactions.

We will also touch on their role in a public sector context, covering the unique challenges and opportunities therein, and the role of the maturity model for understanding and improving strategic delivery, performance and risk management, to serves as a roadmap, to Level 5 : "Continuous Improvement".

Finally, we will explore the importance of agility and responsiveness in the face of shifting priorities and external influences, and how the whole system needs to respond.

The Symbiosis of Performance and Risk Management, with Strategic Delivery

Achieving Strategic Operational and Change Goals for Optimal ROI and Benefits Realisation

At the intersection of strategic achievement and operational efficiency lies an intricate dance between performance management, risk management, and the realisation of strategic operational and change goals. As modern organisations navigate an increasingly volatile business landscape, the ability to manage performance, mitigate risks, and deliver strategic goals can determine the success or failure of their ventures, directly impacting benefits realisation and return on investment (ROI).

Performance management is a continuous, dynamic process involving planning, monitoring, reviewing, and adjusting organisational activities to achieve strategic objectives. It encapsulates both individual and collective actions towards these goals. By leveraging KPIs and SMART objectives, it provides a structured approach for organisations to drive optimal productivity, efficiency, and effectiveness, aligning all activities with the overall vision and strategy. The ultimate aim is to ensure a steady trajectory towards goal fulfilment and the maximisation of value.

Risk management, on the other hand, is a crucial component of strategic decision-making that focuses on identifying, assessing, and managing potential threats and opportunities that could influence the achievement of those objectives. In the context of delivering strategic operational and change goals, risk management serves as a shield and a lighthouse, protecting the organisation from potential harm and guiding it through the tumultuous seas of change.

Operational goals ( or Deliverables ) are the short-term targets set by an organisation in pursuit of its long-term, strategic objectives. These goals, including operational efficiency, cost minimisation, quality enhancement, or customer satisfaction, directly influence the organisation's day-to-day operations. Meanwhile, strategic change initiatives relate to broader transformations intended to improve the organisation's competitive position or capabilities, or respond to significant shifts in its operating environment.

The achievement of these strategic operational and change goals directly ties into benefits realisation and ROI. Benefits realisation is the process of identifying, planning, managing, and evaluating the intended benefits of an initiative or investment. It's a critical step in ensuring that change activity delivers the expected value, contributing to the broader strategic goals of the organisation.

Consequently, ROI is a key performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments. Ensuring a positive ROI means the benefits (or returns) of an investment exceed the cost of the investment. And to just re-affirm, while commercial organisations will usually look at this ROI in terms of financial benefit, public sector organisations will often measure in terms of Improvement in Outcomes, Capabilities or Availability.

In this complex matrix, the interplay between performance management, risk management, strategic operational and change goals, benefits realisation, and ROI forms the core of strategic execution. By effectively managing performance and risks, organisations can smoothly transition through changes, achieve operational goals, and realise planned benefits, leading to an improved ROI. This virtuous cycle strengthens the strategic positioning of the organisation, ensuring sustained growth (or improvement) and long-term success.

Establishing Clear Organisational Goals, In-Year Deliverables, and Team Aligned Activities

The strategic direction of an organisation is shaped by the careful alignment of organisational goals, in-year deliverables, and team activities. This alignment, echoing the hierarchical nature of organisational structures, enables effective target setting against the organisational vision, underscores the importance of priority management, and leverages the power of continuous feedback, governance, and reporting in refining organisational priorities, re-calibrating objectives, and updating vision.

Organisational Goals and Vision

Setting clear organisational goals begins at the top echelons of the organisation – the executive committee, board of directors or parent organisation. They establish the organisational vision, a forward-looking statement that encapsulates what the organisation aspires to become. This vision provides the bedrock for setting strategic organisational goals that dictate the direction of all subsequent activities. The hierarchical nature of this process ensures that these high-level strategic goals align with the overall organisational vision and provide clear guidance for the rest of the organisation.

The stakeholders involved in this stage include board of directors, senior executives, and shareholders. In the public sector context, it is likely to include key parties like Political Leadership, Treasury, Central Agencies supporting Policy ( eg Cabinet Office ) etc ), and may include external representation from citizen or Industry representatives.

Their combined inputs ensure that the strategic organisational goals reflect the expectations of all major stakeholders and are attuned to the market dynamics.

In-Year Deliverables

From the strategic organisational goals emanate the in-year deliverables. These are concrete objectives set for the organisation to achieve within a fiscal year. Senior Responsible Owners (SROs) or delivery owners, who form the next level in the hierarchical structure, define these deliverables based on the strategic goals.

One crucial aspect of defining these deliverables is establishing their priority. Given the limited resources and the dynamic business environment, it is essential to identify and focus on the most critical deliverables that will have the most significant impact on the strategic goals. The executive, strategic committee or governance board will be expected to be clear against priority, enabling delivery units to clearly report risks as well as make practical delivery decisions at a programme or capability level.

Team Aligned Activities

The in-year deliverables are then further broken down into specific team activities. These activities are mapped to the skills and capabilities of different teams, ensuring that each team is working on tasks aligned with their expertise and contributing towards the in-year deliverables. This alignment is essential to maintain synergy across the organisation and ensure that all activities contribute to the larger strategic goals.

Again SMART targets for each activity provide clear direction for teams, enabling them to accurately provide both performance and risk assessments against the goals. Prioritisation from Goals/Objectives to Deliverables to Activities is critical to enable decisions to be made at the delivery level, for both operational and change delivery activity.

Continuous Feedback, Governance, and Reporting

The linchpin that ensures the smooth operation of this hierarchical model is a robust system of continuous feedback, governance, and reporting. Teams report on their progress towards achieving their activities, providing valuable data that can be used to measure the progress of in-year deliverables, leading to reporting on strategic organisational goals. This continuous feedback is critical for the organisation to identify potential obstacles, mitigate risks, and make informed decisions.

The Governance structures should be aligned to the delivery structure and overall process framework, to ensure assurance and hence actions align with the organisational goals, and that any deviations are clearly understood and addressed promptly. Regular reporting to the higher levels provides transparency and allows the leadership to have a comprehensive view of the organisation's performance, and the risks/issues impacting the delivery.

This continuous feedback, governance, and reporting mechanism provides the agility to refine priorities, re-calibrate objectives, and update the vision. In a rapidly changing environment, an organisation must have the flexibility to adapt its strategy and operations based on the latest feedback and external trends ( eg Market, Political, environmental etc ).

Through careful orchestration of goals, in-year deliverables, and team activities, an organisation can create a harmonious symphony of strategic execution. This clear, prioritised, and adaptive approach enables organisations to stay resilient in the face of change and make measurable demonstrable strides towards their vision.

Agile Organisational Agenda Setting and Refinement Process

This agile organisational agenda setting and refinement process is a systematic procedure that cascades from the top management to individual teams, and is characterised by increasing specificity (of what delivery/success looks like) and SMARTness of the tasks. This process is iterative in nature, with an established cadence for reciprocal feedback between different hierarchical levels.

The process typically begins at the start of a fiscal year, with the setting of high-level organisational goals, and progressively refines these goals into detailed, SMART objectives for individual teams. Deliverables ( the definition of in-year activity against/in support of Goals ) should all have clear definded resources - enabling delivery units to align activity to strategic goals. A simplified outline of this process is covered below.

Process Flow

1. Organisational Goals Setting: The board of directors or executive committee sets broad organisational goals aligning with the strategic vision.
2. In-Year Deliverables Definition: Senior Responsible Owners or delivery owners define specific in-year deliverables in line with the organisational goals (using KPIs).They identify and secure the resources required to meet those Deiiverables.
3. Team Activity Planning: The in-year deliverables are further broken down into specific team activities, each with clearly defined SMART objectives.
4. Performance Monitoring and Reporting: Individual teams perform their activities, track their progress, and report both resource usage, risks and progress against their SMART objectives.
5. Feedback and Refinement: The progress and performance reports are reviewed by senior management, providing valuable insights (resources, progress, confidence, ROI, Risks etc) for refining objectives and adjusting priorities.
6. Iterative Recalibration: This entire process is iterative, with regular intervals (monthly, quarterly) for reassessment and recalibration based on feedback and market trends.

An example of this process is captured in the following table:

By employing such an iterative, cascading process, organisations can ensure that all activities are aligned with the strategic vision and that priorities can be adjusted in response to changing conditions. This systematic approach also promotes accountability, transparency, and a clear understanding of responsibilities across all levels of the organisation.

Accountability, Responsibiliy and Supporting Roles.

In our hierarchical delivery process, the roles of Accountability, Responsibility, and Support differ in their scopes and change as we move through different levels of the process. Let's first define these terms:

1. Accountability: Accountability refers to the ownership and the ultimate obligation for the outcome. An accountable person is answerable for the success or failure of an initiative, goal, or task. There can only be one accountable person, although others may be responsible for helping to achieve it.
2. Responsibility: Responsibility refers to the duty to carry out tasks to achieve a goal or deliverable. Individuals or teams can be responsible for different aspects of a goal, but the accountable person must ensure that these responsibilities are fulfilled.
3. Support: Support refers to those who provide assistance or resources to those responsible for achieving the goal. They do not carry out the tasks but provide necessary inputs or resources to ensure tasks are completed effectively.

In the context of a hierarchical strategic delivery process, these roles change in the following way:

• Strategic Vision: At the highest level, the Board of Directors or Executive Committee holds the Accountability for setting the strategic vision of the organisation. They are supported by various departments or individuals, like strategic planning teams or consultants.
• Organisational Goals: Accountability for setting and achieving organisational goals typically rests with senior leadership or executive management. Middle managers may have the Responsibility for developing strategies to achieve these goals, with various other departments or individuals providing Support in terms of resources, information, and assistance.
• In-Year Deliverables: For in-year deliverables, department or project managers usually hold Accountability. They rely on their teams (those Responsible) to execute tasks and achieve these deliverables. Support can come from various sources, including cross-functional teams, administrative staff, or external partners.
• Team Activities: Team leaders or supervisors are generally Accountable for ensuring team activities are carried out effectively. Individual team members are Responsible for executing these activities. Support may come from other team members, shared services, or external resources.

Remember, though Accountability can't be delegated, Responsibility and Support roles can be distributed among different individuals or teams. The clear definition and assignment of these roles at each Objective, Deliverable or Activity enhances the clarity, efficiency, and effectiveness of the delivery process.

Clear Role Definitions

Clear accountability, responsibility, and supporting role definition are foundational elements for effective implementation of a hierarchical strategic delivery process. These aspects are critical for several reasons:

1. Clear Direction and Ownership: Clearly defined roles and responsibilities provide guidance on who is doing what, reducing confusion and overlap of efforts. It ensures that each individual, team, and department knows what they are accountable for in terms of outputs and outcomes.
2. Efficiency and Productivity: When roles and responsibilities are clearly defined, it allows individuals and teams to focus on their specific tasks without unnecessary interruptions or conflicts, leading to increased efficiency and productivity.
3. Risk Management: Clear accountability helps in identifying potential risks and issues at each level, promoting proactive risk management. It also makes it easier to track back any problems or issues to their source, helping the organisation to learn from mistakes and prevent them in the future.
4. Improved Communication and Collaboration: Clearly defined roles and responsibilities help to improve coordination and communication within and between teams, as everyone knows who to turn to for specific tasks or decisions. This leads to more effective collaboration and teamwork.
5. Decision-Making and Problem-Solving: Clear accountability and responsibility at each level facilitate quick and effective decision-making. It helps to identify who has the authority to make decisions or solve problems, avoiding delays and improving the organisation's agility and responsiveness.
6. Motivation and Job Satisfaction: Individuals who have clear roles and responsibilities, with well-defined expectations, generally have higher levels of job satisfaction. They understand their contribution to the overall organisational objectives, which enhances motivation and commitment.

At each level of the hierarchical strategic delivery process, from the setting of the strategic vision, through to the development of organisational goals, in-year deliverables, and team activities, clear accountability and responsibility are key. Not only does this drive effective and efficient implementation, but it also fosters a culture of transparency, ownership, and continuous improvement. It ensures that everyone involved understands their part in the broader organisational strategy, fostering a sense of purpose and commitment to shared objectives.

Performance Management in Hierarchical Delivery Governance

Performance management is a systematic process that involves planning, monitoring, reviewing and improving an individual's, team's, or organisation's performance to achieve strategic goals. It is closely interlinked with the hierarchical delivery governance process, providing critical inputs at each stage, and playing a pivotal role in both change and operational delivery across services and capabilities.

In the hierarchical management structure, performance management integrates at each level to ensure the effective implementation of the planned activities and to provide timely insights for decision-making. It offers a mechanism to assess the progress of each step and provides a feedback loop that facilitates the refinement of objectives and recalibration of strategies.

Here's a table that outlines how performance management interlinks with each stage of the delivery process:

Performance management's structured approach ensures that the focus is kept on achieving the set objectives and delivers measurable results ( ROI). It offers an effective feedback loop that maintains the agility and adaptability of the organisation. By closely aligning the performance management process with the hierarchical governance model, organisations can ensure that their strategic vision effectively permeates all levels and functions, driving the delivery of services and capabilities in a cohesive, structured, and effective manner.

Performance Management in Public Sector Organisations

While the fundamental principles of performance management remain the same, their implementation in public sector organisations presents unique considerations. In the public sector, the focus shifts from profit maximisation to delivering public value and meeting societal needs. Therefore, performance management becomes a vital tool for ensuring the efficient and effective use of resources to meet these obligations.

1. Public Value and Societal Needs : Public sector organisations exist to deliver services that fulfil public needs and contribute to societal well-being. Therefore, their performance management systems should reflect these unique objectives. For example, success metrics may be less about financial gains and more about service quality, capability, availability, accessibility, or the impact on community health and safety.
2. Accountability and Transparency : Public sector organisations are accountable to a broad array of stakeholders, including taxpayers, regulatory agencies, and the public at large. Therefore, performance management systems in the public sector often place a strong emphasis on transparency, with frequent, detailed reporting and open lines of communication.
3. Political Considerations: Unlike private sector organisations, public sector entities often operate within politically charged environments. Changes in government can lead to shifts in strategic objectives, necessitating flexibility in performance management approaches.
4. Resource Constraints : Public sector organisations frequently face resource constraints, requiring them to do more with less. Performance management in this context often places a strong focus on efficiency, prioritising initiatives that deliver the maximum impact for the minimum investment.

Our table below illustrates how these considerations might impact each stage of the performance management process in this context.

Understanding these differences and tailoring the performance management approach accordingly is crucial to achieving success. It is important that the performance management process and goals supports the unique mission and that is navigate the distinctive challenges.

Risk Management in Strategic Delivery Governance

Risk management is a proactive process that identifies, assesses, and prioritises uncertainties that could impact an organisation's ability to achieve its strategic goals. In the context of hierarchical strategic delivery, risk management integrates with each stage to ensure that potential threats and opportunities are considered and addressed appropriately, thereby ensuring the effective delivery of both change and operational requirements across services and capabilities.

Integration with Strategic Delivery Process

In a hierarchical delivery structure, risk management weaves through each level to support decision-making and promote resilience. It establishes a systematic approach for identifying and mitigating risks, as well as leveraging opportunities that could enhance performance.

Our table below outlines how risk management integrates with each stage of the strategic delivery process:

Risk management provides a structured approach to navigating uncertainties, enabling organisations to take informed decisions and act with confidence. It creates a proactive culture that anticipates and responds to changes, driving better alignment with strategic goals, enhancing performance, and promoting resilience. By integrating risk management with the hierarchical strategic delivery governance, organisations can ensure that risk considerations inform all activities, promoting a comprehensive and effective approach to managing both change and operational delivery across services and capabilities.

Ensuring your Risk processes align to your Standards.

Its important your Risk management processes align closely your standards and existing GRC frameworks. We take a moment to consider how this approach, supporting our Strategic Delivery aligns with the globally recognised standards and guidelines : ISO 31000, Management of Risk (M_o_R) framework, and the UK government's Orange Book: Management of Risk

1. ISO 31000 : ISO 31000 provides principles and generic guidelines on risk management. Our process described here follow the recommended approach of ISO 31000, which includes identifying, analyzing, evaluating, and treating risks throughout the strategic delivery process. This adherence ensures a proactive approach to risk management that is integrated with decision-making across all levels of the Organisation's delivery structure.
2. Management of Risk (M_o_R) Framework : The M_o_R framework is a robust and flexible approach to risk management that is applicable across all types of organisations and sectors. It aims to help organisations identify, assess, and control risks to improve their decision-making. Our approach aligns with these principles by ensuring that risk management is continuous, embedded in all processes, and involves all stakeholders. It also matches the M_o_R approach of four core concepts: M_o_R principles, M_o_R approach, M_o_R process, and embedding and reviewing M_o_R.
3. Orange Book: Management of Risk — Principles and Concepts The Orange Book provides a broad perspective on risk management, focusing on achieving objectives under uncertainty. Our approachaligns with the Orange Book’s guidance by integrating risk management into all stages of the strategic delivery process. It adheres to the key principles outlined in the Orange Book, such as supporting strategic planning, informing decision-making, promoting efficiency, and creating a risk-aware culture.

This risk management process needs to align closely with your agreed Risk framework, to ensure the integration and promoting of a proactive, systematic, and integrated approach to managing risk. It helps ensure that risk considerations are integrated into all strategic and operational decisions, improving resilience, performance, and hence the ability to achieve strategic objectives.

Bringing it all together : Strategic Delivery, Performance and Risk Management

In our hierarchical strategic delivery process, Performance Management and Risk Management are not isolated activities, but integral components that work together at each stage to ensure the achievement of the organisation’s strategic objectives. They provide the necessary tools and insights to plan, execute, monitor, and refine the strategic delivery process effectively and efficiently.

Phased Approach

We consider how these three processes support each other, and combine to deliver governance, visibility and assity in delivery.

1. Organisational Goals Setting: The Executive Committee or Board of Directors sets the vision, strategic goals and key success criteria. At this stage, potential risks that could impact the achievement of these goals are identified (Risk Management), and the alignment of these goals with the overall organisational vision is ensured (Performance Management).
2. In-Year Deliverables Definition: SROs or delivery owners define the annual deliverables that contribute to the strategic goals. Risks associated with these deliverables are analysed (Risk Management), and performance expectations and targets are set (Performance Management).
3. Team Activity Planning: Team Leaders break down the deliverables into specific team activities. Risks associated with these activities are evaluated and prioritised (Risk Management), and individual and team objectives are set (Performance Management).
4. Performance Monitoring and Reporting: Performance against the objectives is monitored, and risks are continuously tracked (Risk Management). Progress reports and feedback are collected and analysed (Performance Management).
5. Feedback and Refinement: Insights from performance and risk monitoring inform the refinement of objectives, priorities and strategies. Effective risk responses are implemented (Risk Management), and performance improvement strategies are formulated (Performance Management).
6. Iterative Re-calibration: The outcomes from the performance and risk reviews inform the re-calibration of goals and deliverables, ensuring continuous alignment with the strategic vision.

A summary on how Delivery, Risk and Performance integrate at each stage of the strategic delivery process:

An integrated and structured approach to strategic delivery that combines Performance Management and Risk Management allows organisations to not only plan and execute their strategies effectively but also to navigate uncertainties and adapt to changes in a timely manner. This leads to improved performance, greater resilience, and successful achievement of strategic goals.

The Maturity Model

The maturity model provides a structured approach to assess and improve an organisation’s processes. It helps organisations understand their current capabilities, identify areas of improvement, and work towards achieving higher levels of effectiveness and efficiency. Using the Capability Maturity Model Integration (CMMI) framework, a maturity model for the strategic delivery, performance management, and risk management processes can be developed and then used to measure (benchmark) and then improve.

• Creating the Maturity Model

The first step is to design the maturity model by identifying key areas or dimensions for each of the three components: strategic delivery, performance management, and risk management. Each dimension should be evaluated against a five-level scale, following the CMMI approach: Initial, Managed, Defined, Quantitatively Managed, and Optimizing.

• Validating the Model

Once the model is designed, it should be validated by applying it to the organisation’s processes. This may involve self-assessment, peer review, or third-party assessment. The goal is to accurately assess the current maturity level for each dimension.

• Using the Model

The maturity model should be used as a tool for continuous improvement. The results of the initial assessment will help identify areas of strength and areas that need improvement. Organisations can then develop action plans to address the gaps and reassess their maturity level over time.

Each scenario will be different, but an example of a maturity model for strategic delivery, performance management, and risk management process combined might be;-

Remember, these KPIs serve as examples and should be customised to align with the specific context, challenges, and objectives of the organisation. The idea is to create measurable indicators that help track the organisation’s progression through the different levels of the maturity model, ultimately leading to a state of continuous improvement.

Organisations should aim to reach level 5 — Optimizing,(“state of continuous improvement”). However, reaching this level may take time, and you should be patient and persistent in their efforts to improve processes and reach higher levels of maturity.

Agile Responses to Shifts in Priorities and External Influences

Organisations operate in a dynamic environment where changes are a constant. Events can impact the priority of activities, the course of strategic objectives, and even the vision of the organisation. Better understanding and gained knowledge can also impact the priorities and vision. Both Performance and Risk Management are crucial tools in identifying and responding to these changes, ensuring that the organisation remains adaptable and resilient.

Activity-Level Changes

At the activity level, changes may occur due to fluctuations in resources, unexpected issues, or shifts in project priorities. Risk Management plays a key role here, identifying potential challenges or threats to activity success and providing a framework to respond. For example, a risk mitigation strategy could involve reallocating resources to address an emerging issue, while a risk avoidance approach might lead to the delay or cancellation of a low-priority task.

Performance Management supports this process by tracking progress against objectives and identifying deviations that could signal problems. By providing real-time data, it enables swift decision-making and corrective actions to get activities back on track.

In-Year Deliverable Changes

For larger shifts affecting in-year deliverables, the focus is often on re-prioritisation or rescheduling. The trigger might be a change in organisational priorities, external market conditions, a significant external event, or simply the recognition (“Knowledge”) that some deliverables are no longer feasible or relevant.

Risk Management helps identify the potential implications of changing a deliverable and can suggest strategies to minimise disruption or negative impact. Performance Management, on the other hand, allows for a quick reassessment of objectives and targets, adjusting them to align with the new deliverables.

Vision and Goal Changes

Changes to the broader vision or strategic goals typically result from significant internal or external shifts, such as a merger or acquisition, a new regulatory environment, or a global political or economic crisis. These changes necessitate a comprehensive reassessment of the organisation’s strategic delivery.

Risk Management, in this case, involves assessing the risks associated with a strategic shift and developing strategies to manage them effectively. Performance Management helps to redefine performance metrics and targets in line with the new vision and goals, ensuring that all activities and deliverables contribute towards them.

In all these scenarios, the key is to ensure that Performance and Risk Management processes are agile, allowing for ongoing reassessment and re-calibration. They should be seen as dynamic tools, supporting the organisation’s capacity to adapt and thrive amidst change rather than rigid structures that can hinder responsiveness and flexibility. Organisations need to embrace an iterative process of setting objectives, monitoring performance, managing risks, and refining strategies — a cycle that fosters continuous learning, improvement, and resilience.

Conclusion

A structured and agile approach to strategic delivery, coupled with effective performance and risk management, is pivotal for any large organisation striving to fulfil its vision in a dynamic environment. However, understanding this framework is only the first step. The next stage involves applying these insights in a practical context.

Begin by examining your current strategic delivery, performance management, and risk management processes — Your Maturity Model is key here.. Understand where you stand across the attributes and dimension, and identify the areas that need improvement.

Develop clear and SMART change plans for your teams, aligned to your maturity-improvement-goals. Establish the means to measure your progress.

Remember, this framework is just that , a framework, and the processes should not be rigid structures but flexible tools that can be adapted to the changing needs and circumstances of your organisation. Embrace the continuous-improvement approach, and don’t be afraid to re-calibrate your models & framework as needed. Continuous learning, feedback, and improvement should be at the heart of your strategic delivery.

In the end, it’s about creating an agile, responsive, and resilient capability that can not only survive but thrive in the face of change and uncertainty. The journey may be complex and challenging, but the rewards — in terms of effectiveness, efficiency, and resilience — make it a journey well worth undertaking.

References

Here is a list of useful references related to this subject. These resources provide a range of material from broad concepts of project and risk management to more specific ones, like the agile Scrum methodology, and they should provide a set of references to explore the topics further. We encourage you to explore this material as it can help set context or provide additional information. All rights reserved, All Trademarks Acknowledged, and all original content referenced is owned by the third parties identified.

1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition, Project Management Institute, Inc., 2017.
2. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press.
3. COSO. (2017). Enterprise Risk Management: Integrating with Strategy and Performance. Committee of Sponsoring Organisations of the Treadway Commission.
4. Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, Volume 70, Issue 11(AMA FORUM), pp. 35–36.
5. ISO 31000:2018, Risk management — Guidelines. International Organisation for Standardisation.
6. “Management of Risk — Principles and Concepts”, Third Edition, The Stationery Office (Orange Book).
7. The Standard for Program Management, Project Management Institute, Inc., 2017.
8. CMMI® for Development, Version 1.3, Software Engineering Institute, Carnegie Mellon University, 2010.
9. Peters, T. (2011). The Little BIG Things: 163 Ways to Pursue Excellence. HarperCollins Publishers.
10. Rumelt, R. P. (2011). Good Strategy/Bad Strategy: The difference and why it matters. Profile Books.
11. Scrum Guide, 2020. Scrum.org and Scrum Alliance.
12. Sull, D., & Eisenhardt, K. M. (2012). Simple Rules: How to Thrive in a Complex World. Houghton Mifflin Harcourt.

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