The diagram below illustrates three different factors that might influence the priority sequencing in large projects or programs. Each of these viewed from a different vantage point i.e. Strategic Outlook, Program Outlook or Project Outlook.

Strategy | Strategic Priority

In this situation a Strategic Objective may influence the sequence of projects within a program . There may be important business reasons that determine or necessitate the reasons for a specific sequence in which projects are implemented. This may be dictated by the importance to realise and achieve certain strategic goals ahead of other less important ones. For example a product launch might depend on the Marketing Plan being in place prior to the launch taking place. As such the Marketing Plan project takes a higher strategic importance than other goals and objectives. The Programs and Projects within an organization are subordinate to the strategic planning needs and as such implement the visionary goals put forward in the strategic direction setting.

Program | Critical Dependency

A project may have a critical dependency with another project. For example Project A cannot commence until it has received the output from the completion of Project B. As such Project A has a critical dependency on Project B. Project B therefore becomes a critical path item of Project A. This may equally apply to that of programs. For example there are two programs called Alpha and Beta. Both programs contain 6 projects named A1-A6 and B1-B6. Within these programs there may exist critical dependencies from projects within each program. For example Alpha Project A2 has a critical dependency with Beta Project B4. There now exists a linkage and dependency between both programs that will need to be managed. This potentially may impact both the resourcing and priority sequencing within both Alpha and Beta programs. Note that this may be bi-directional Beta Project B3 may be dependent upon Alpha Project A6. Critical dependencies should be an integral part of the Project Planning process and identified in the Gantt Charts. It is possible to show both inter and intra dependencies by appropriate cross referencing identifiers. In more sophisticated environments all of the plans co-exist in a dynamic environment, hence a change in one plan will automatically be reflected and update the other project plans.

Project | Risk Mitigation

Within the context of a Risk Register it will identify high priority risks that will have suitable mitigation actions associated with them. This means defined actions with associated resources that will have a project activity or task(s) responsible for mitigating the risk. In this sense mitigation may mean intervention by taking a prescribed course of action that will prevent the risk from manifesting a high impact. Alternatively it may mean adopting certain actions to lessen the severity or impact of the risk. The risks are normally associated to specific projects within a program and show up on the project plans as activities or tasks that have assigned resources. Depending on the gravity of the risks it may impact upon the sequencing of a particular project. For example Project A has been identified with several high risk mitigation actions. In order to lesser the impact this potentially might have on the other projects within the program the sequence of implementation has been re-ordered from that of 4th to 1st. Program Managers become important gate-keepers in the determination of the order of things within the portfolio of projects. (Saunders, 2008)

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