The problem as we see it is this: traditional management frameworks, program and project management methodologies fail to address the dynamic nature of the initiative at hand – whether the initiative is a major transformational project, public-public or public-private partnership, or multi-stakeholder program.

Major programs, projects or initiatives start with a vision that embodies an outcome and a set of desired benefits. Then an industrial age mentality kicks in, based on a serially ordered assembly line model of activities: planning, building and implementing, then operating. The output of one stage is simply fed as input into the next and so on, with very little regard to time and changes in the environment surrounding the program or project while time is measured in years versus weeks.

While many methodologies and models have been developed to deal with each of the stages of a program or project, most fail to address the impact of change, except for what is typically referred to as Change Management. But what is “Change Management”? Without getting too fancy about it, change management is exactly what the term implies – managing change. Not proactively causing change in critical directions. Indeed change management has evolved to be a strategic source of vendor revenue rather than a risk mitigation process.

All SRS professional services offerings, processes and solutions are built around a single core philosophy – continuous alignment. Continuous Alignment is at the centre of everything SRS does, every service it offers, every solution it develops, and every piece of advice it provides.

At the core of the SRS philosophy is the awareness born of experience that no matter how well conceived the business or program, no matter how thoroughly planned or well managed the project, it must be designed to ensure that once a strategy has been adopted the expected deliverables and benefits will remain continuously aligned with the changing business and policy objectives, priorities and strategies of the enterprise, its business partners and stakeholders throughout the lifecycle of the project or program.

SRS dGAPM ®  and SRbM ®  models, were designed to support, supplement and enhance PMBOK ® , ITIL ® , EMF, DBM ™ and other leading project management models and tools to provide the integrated framework within which active strategic management and ongoing alignment can be effectively implemented and managed.