With these cornerstones in place, the organization is assured of a program plan that has a strong foundation and can survive multiple changes as the program develops.
Program Should Tie to the Organization's Mission

Each program should be strongly associated with the organization's overall mission. That is, the organization's executive leaders should work from the mission to identify several overall, major goals that must be reached and that, in total, reach the mission. If an idea for a program comes up at some time other than during strategic planning, executive leaders must ask themselves if the program is really appropriate for the organization.
Program Planning Should Tie in With Strategic Planning

Depending on the nature of the organization, strategic planning typically includes review of the organization's vision, mission, values, overall strategic issues and strategic goals (each of which, in some organizations, becomes a program) and strategies to reach the goals (strategies to reach the goals often are the roadmap for how the program meets its own goals). Because the program planning must be tied to the nature of the organization's mission, the program planning should be closely tied with the organization strategic planning as well. Typically, at a point right after the strategic planning process has identified strategic goals and issues, a team of planners can draft a framework for how goals can be met. This framework is often the roadmap for a new program.

(Note that programs should not be ongoing means to fix problems in the organization -- otherwise, they become just that: ongoing, costly means to fix problems in the workplace.)

Involve the Board (relevant to corporations)

A major responsibility of a board is to set strategic direction for the corporation. The corporation's board should be highly involved in authorizing and guiding initial direction for programs. Therefore, boards should be involved in strategic planning of programs. (Admittedly, many experienced chief executives might argue that they actually drive the board to conduct strategic planning. Many experienced chief executives, consultants, and other practitioners believe that ultimately, it's the working relationship of the board and chief executive that determines the success of a corporation.)
Conduct Program Planning as a Team

The chief executive, key planners, relevant middle managers and major customers (internal or external) should be involved in program planning. ("Relevant middle managers" are those who lead programs or other departments that will integrate or coordinate with the new program being planned.) Often, initial plans for a program are suggested to the chief executive and middle managers. Program planning is often initiated as part of the organization's overall strategic planning process and so is conducted by the strategic planning team, which should be comprised of the board (in corporations), the chief executive, employee and key customers (internal or external), as much as possible.
Planning Should Involve Potential Internal/External Customers as Much as Possible

One can embark on a wonderful program planning process with all the right parts, but if key customers (internal or external) aren't involved to provide perspectives from the program user's point of view, the organization may build a beautiful ladder -- but on the wrong roof. Involve customers (internal or external) in initial ideas about a program, discuss your perceived unmet need among those customers (internal or external), ask how they would like the need to be met. You might run a final draft of your program plan past a couple of key customers (internal or external). (Note that this involvement of customers (internal or external) is a critical aspect of the marketing process. For more about marketing, see Marketing (research, pricing, competitor analysis, etc.).)
Don' Worry About Developing the Perfect Program Plan

If the organization involves the right people, and if everyone participates wholeheartedly and reflects on their experiences, then the organization will develop the "perfect" plan. The organization remains the only real "expert" on their own planning. Outside consultants and facilitators can be brought in, but each planning decision is ultimately up to the organization members. The "perfect" program plan will meet the nature and needs of the organization.