ne or more programs. Each program may need multiple projects to be executed in parallel or in sequence to complete its objective. Figure 6-2 diagrams the path of roadmap execution. Roadmap execution Program Project 1 Project 2 Figure 6-2. Roadmap execution through programs and projects Roadmap planning must involve sound project management practices as followed in the organization by keeping the following in mind: Everyone should be in agreement and alignment about the roadmap execution in the near future. Resources and approvals must be in place for planned roadmap execution. Project planning should include balance for the project constraints of scope, quality, and schedule. Programs and projects through which a roadmap is executed must be monitored consistently with sound project management practices to be able to analyze the impacts on the roadmap. Note We strongly recommend following project management practices as described by the Project Management Institute in the Project Management Body of Knowledge for project execution (www.pmi.org/PMBOK-Guide-and Standards. aspx). CHAPTER 6 A PROCESS FOR NETWORK ROADMAP EVOLUTION Factors Affecting Roadmap Development As discussed in Chapter 5, there are several factors that affect how the roadmap gets developed. Figure 6-3 illustrates these factors. The roadmap should contain baselines as to how these aspects are addressed, and these factors also need to be continually monitored for successful roadmap development and evolution. Business continuity Operability Functionality Roadmap Proactive Resilience evolution Figure 6-3. Factors that affect roadmap development Project Management Processes One of the assumptions that can be make in proposing a framework of processes for roadmap evolution is that the organization is already following a standard set of processes to manage its projects. We baseline our framework on the Project Management Body of Knowledge (PMBOK) framework of processes promulgated by the Project Management Institute (PMI). Hence, we assume that the proce