Never takes short-cuts and assume things will resolve by itself.
To arrive at an answer, we only have to look at the most common mistakes a Program Manager (PM) can make.
1. PM don’t have the necessary expertise to execute on a specialized technology Program. The PM, especially in technology where there are so many moving parts, MUST have experience in a similar if not exact Program as the one he has been assigned. Without that experience the Program teams, and the stakeholders, will be led astray throughout the course of the Program, which will lead to turmoil within the Program team. Scope creep, that is uncontrolled changes in the scope of the Program, will result.
2. Communication is more then a weekly teleconference. PM have a tendency to rely on weekly teleconference calls to communicate the progress and discuss the hurdles the Program is currently facing. Unfortunately, often members of the team who are facing hurdles may have lost direction on their assigned tasks between conference calls. They may even not be aligned with the general thrust of where the Program is supposed to be headed. It is imperative that communication be constant, open, and honest.
3. You are the commander! Two futures face up as PM: you will either become the hero, or the captain who went down with his ship. You must have the necessary experience to ascertain any and all challenges your Program team can possibly face; that experience, coupled with constant communication, will inspire your team to follow you through thick and thin. However, if you dictate direction rather then to rely on your team’s expertise, you are doomed.
4. Openly Managers your client’s expectations. You will fail is you assume everyone is on the same page. This can happen due to a lack of communication or just simply because you believe everyone is managing their tasks as expected. Even your clients (the stakeholders) need to understand the process and which phase you are in within the Program. Even better, it is important that the stakeholders understand and agree to each part of the Program before it begins. This can become complicated if there are two PM (one client and one vendor) managing the Program, each from their different perspectives. Both PM need to be in agreement not only with all phases of the Program, but must sign off on a complete task plan.
5. You must be a leader! You must influence each Program member to ensure that he or she completes their task on time. You must also extend your leadership capabilities to the stakeholders as well: They need to feel confident of your confidence to successfully complete the Program. There is no room for indecision: Do your homework. Find out where the risks within your Program team are what the day-to-day risks to your Program lie. Without leadership skills, you will not be able to overcome any challenges facing your Program. A classic warning sign that you lack of leadership is directing blame at team members usually without cause.
6. Vendor certification is not a guarantee that you or your Program will succeed. Certification does show competency in the understanding of the methodology of Program Management, but relying on that solely is a no-no.
7. No input from stakeholders and/or Program team. Rely on the knowledge inherent within your team. Constantly circle back to them throughout all phases of the Program to ensure they are involved, and therefore automatically engaged.
8. Lack of the required documentation. I have seen my share of Programs where even the Program charter hasn’t even been signed off by the stakeholders before Program initiation. Make sure all documentation is in-line with your Program Management methodology of choice to ensure your Program team is covered in terms of deliverables, and expectations.
9. Managers Program risks constantly. Risk can occur at anytime within the Program, and your experience in similar Programs will trigger when risk is imminent and when corrective or risk adherence is required. Ensure you stay on top of the game, keep your feelers out there, and understand that even the littlest thing can turn into a big thing if not properly managed.
10. Contingency. Rarely does a Program close on-time and on budget. Plan for contingencies and ensure you have your documentation at the ready so your stakeholders understand what is happening. Be ready to both defend your and your Program team’s performance, and explain why more time, resources, or capital is required.
A best in class PM is hard to come by but I have had the pleasure of working with quite a few in my years in the technology industry. A great PM is not afraid to take one on the chin from time to time, never deflecting blame to a team member. But most of all they lead the team to a successful Program closure.
Being a PM is not easy, but you can make it better for everyone by taking some of these simple tips to ensure tremendous success in the future.
Kacak5 Management
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