CHAPTER 2: PROGRAMS AND SERVICES REFR…

CHAPTER 2: PROGRAMS AND SERVICES REFR… | mybusinessarchitect

Key Concepts

ClientsScopeServicesJurisdictionPrograms

Self-Assessment

0/8 completed

Before moving to the next chapter, ensure you can:

Correctly position a work area at the appropriate PSRM level (jurisdiction, program, service, client)?Distinguish a program from a service based on focus, time horizon, and beneficiary?Identify outcomes vs. outputs in a scenario or data set?Define a program by its target group and desired outcome?Define a service by its client and delivered output?Explain why the outcome/output distinction matters for measurement and strategy?Describe how services enable program outcomes?Identify when program thinking is needed vs. when service thinking is needed? **If you answered "yes" to all 8**: You have the conceptual foundation for program and service modeling. You're ready for the detailed modeling techniques in coming chapters. **If you answered "yes" to 5-7**: You understand most concepts but may have some fuzzy areas. Review sections where you're less confident before proceeding. **If you answered "yes" to <5**: This material is foundational. Re-read the chapter, complete the exercises, and discuss examples with a colleague before moving forward.

Reflection Questions

Apply these concepts to your own context:

1. **Your Organization's Lens**: Does your organization naturally think in program terms (outcomes, target groups) or service terms (outputs, transactions)? What drives that orientation? What's the impact?

2. **Measurement Focus**: When your organization reports performance, does it emphasize outputs or outcomes? What gets measured gets managed - so what's being managed?

3. **The Alignment Question**: Can you trace clear connections between services your organization delivers and outcomes it's trying to achieve? If the connections are unclear, what's the consequence?

4. **Language Patterns**: Listen to conversations in your organization. Do people use "program" and "service" precisely, or interchangeably? Does imprecise language lead to confused strategy?

5. **Value Creation**: How does your organization define "success"? Is it activity-based (we delivered lots of outputs) or impact-based (we changed target group states)? What would shift if the definition changed?

Chapter 2: Programs & Services Refresher

Learning Objectives

Key Concepts

Self-Assessment

Reflection Questions