Change hits organizations at all levels of management but very easily disrupts the synchronization of their co-operation. Prioritization across levels and operations must be managed to navigate change.

1. Prioritization
Designing End-to-End Alignment

2. Objectives, Results, and Priorities
We already have strategy, being managed.
We already have OKRs, KPIs and performance metrics. Again, being
managed.
We already have plans and schedules. Managed? Yes.
Isn’t that enough “prioritization” under management? Why not?
• Objectives state how to define achievement of business goals
• Indicators and metrics are selective views
• Results state actual business outcomes (effects) obtained due to effort
Priorities optimize the real-time effort to achieve (cause) objectives.
Prioritization navigates variety and change.

3. MissionImpact
PositionQuality
ScaleEconomy
Relevance
Type
Availability
MUST DO
WILL DO
CAN DO
INTENT
COMMITMENT
CAPABILITY
STRATEGY
IMPORTANCE
PERFORMANCE
REPRESENTS: IS TRACKED AS:SUPPORTS:
PRIORITIZATION streamlines (focuses & aligns)
to
for
©2018 Malcolm Ryder / Archestra Research

4. Production
Resource Value
(effective)
Products
Services
Processes
Facilities
Systems
Relevance
Business
Reputation
Relationships
Agreements
Property
Capital
Resources
People
Assets
Funds
Knowledge
Data
CHOOSE, OBTAIN, ALIGN
TARGETSCAPACITY CAPABILITIES
Program Management Portfolio Management

5. Value propositions behind assigned “Priority”
By definition, priority reflects the relative need to do one thing instead of
another. The following shows some variable drivers (reasons) of priority:
• Why this?
• Why now?
• Why us?
Is Essential Is Unique
Fulfills Delivery Creates Opportunity
Proves Model Builds Brand
SOLVES COMPETES
value
value
value

6. Production Value
(sustainable)
Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
MUST DO
WILL DO
CAN DO
DECISIONS
©2018MalcolmRyder/ArchestraResearch

7. Requirements supported…

8. Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must identify and develop
the right capacity for
supporting the ability to
execute against requirements

9. Production Value
(sustainable)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Mission
Position
Scale
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must organize operations
for best benefit/risk ratio
including supportability
versus changing demand

10. Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Business Value
(differentiated)
Mission
Position
Scale
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must create and maintain
presence as a
preferred provider for
the declared scope and
timing of purpose

11. Outputs…

12. Production Value
(sustainable)
Resource Value
(effective)
Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Strategic prioritization describes
why we decided to use what we have in terms of stakeholder needs.
Strategic prioritization creates plans for
which stakeholders will be addressed and when.
IMPORTANCE
PERFORMANCE

13. Production Value
(sustainable)
Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Importance in prioritization reflects whether
the necessary and sufficient response to the stakeholder’s needs
should come from us instead of from elsewhere.
IMPORTANCE
STRATEGY
PERFORMANCE

14. Production Value
(sustainable)
Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Prioritization calibrates our ability to execute
with our field of coverage, so that
there is a logical expectation of success, and of
ongoing positive ROI at acceptable levels of known risk.
PERFORMANCE
STRATEGY
IMPORTANCE

15. Instruments…

16. Business Value Production Value
(sustainable)
Resource Value
(effective)
STRATEGY
IMPORTANCE
PERFORMANCE
Business Value
(differentiated)
Resource Value
(effective)
EXECUTIVEMANAGERIAL
PLAN CAPACITY FOR COMPETENCY
CREATE PORTFOLIO OF PRODUCTION
ALIGN ROADMAP TO DEMAND

17. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2018 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
Decisions about, and shapings of, the observed activity.