Conclusion

Job drivers

Attitudes - personality traits that affect behavior and decision-making (e.g. social pressure, corporate culture, personality, expectations of others)
Background - long-term context that affects behavior and decision-making (e.g. geographic/cultural dynamics)
Circumstances - immediate or near-term factors that affect behavior and decision-making (e.g. environmental factors, work schedule, unexpected events)

Attitudes
- Sometimes program leaders feel they must be able to show a plan for executing work if they want to get other members of leadership (and the teams) onboard to support the work
Background
- Sometimes program leaders are expected to present their one-year lookahead roadmap in a periodic review to their stakeholders
- Sometimes transformation initiatives include goals to bring business and delivery together to foster more coordination in product planning
- Sometimes portfolio leadership asks program (or product) leaders to present their one-year roadmap to validate that the work is strategically aligned with the enterprise strategy
Circumstances
- Organizations might have multiple roadmaps (for each project/epic) that don’t connect together, making it difficult to make decisions (and wasting lots of time)
- Things can change throughout a planning period, so being able to update the roadmap quickly to reflect changes is critical

Attitudes
- Stakeholders and customers feel they must have visibility into when functionality is being delivered if they are to plan out their work properly (communication, rollouts, etc.)
Background
- Sometimes release management will live in a separate group, so teams may not have the proper visibility into when their work is going to stakeholders and customers
Circumstances
- In more organizations the functionality in a release will dynamically change over time, so having the ability to reflect this change quickly for visibility purposes is critical
- When there are multiple releases within a single program and single planning period, it's important to have visibility into when things are delivering and who is supporting the delivery

Attitudes
- Although individual work items may be progressing, sometimes program leadership feels they don’t have the right visibility into the health of the entire program (are we on track, are their major risks that could impact us, etc.)
Background
- Many organizations will track the health of individual epics or features, but not the holistic delivery by the program (e.g. whether positive progress on one work item is leading to negative progress on another)
Circumstances
- Providing program leadership and teams a single view of progress for the program enables quicker decision making and can help all work items get the appropriate amount of visibility and support