The program manager defines the program objectives, requirements, and develops a high-level road map. To ensure program alignment with the enterprise strategic plan, the program manager should work with which of the following?

The program governance board is the primary body responsible for providing strategic direction, oversight, and decision-making authority for a program. To ensure the program's objectives, requirements, and roadmap are aligned with the enterprise's strategic plan, the program manager must work directly with this board. The board validates that the program's intended outcomes will contribute to the organization's strategic objectives and provides the necessary approvals and resources. This collaboration is a core function within the Program Strategy Alignment performance domain.

B. The program management office (PMO) provides support, standards, and methodologies but does not have the authority to approve or ensure strategic alignment.
C. The change control board (CCB) focuses on approving or rejecting changes to the program's scope, schedule, and budget at a tactical level, not overall strategic direction.
D. Project managers are responsible for delivering program components and operate within the strategic framework set by the program manager and governance board.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 3.4

Program Governance

p. 43. This section states

"Program governance is the framework

functions

and processes that guide program management activities in order to create a unique product

service

or result to meet organizational

strategic

and operational goals."

2. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Table 4-1

Program Strategy Alignment: Inputs and Outputs of Program Manager Activities

p. 54. This table explicitly lists the "Program Governance Board" as a key stakeholder for the development and approval of the Program Roadmap and ensuring it aligns with organizational strategy.

3. Thiry

M. (2015). A Framework for Value Management Practice. In Program Management: A Life Cycle Approach (pp. 115-140). John Wiley & Sons

Inc. This chapter discusses how governance structures

such as a steering committee or governance board

are essential for linking program activities to the organization's strategic business objectives.