program management skills
DESCRIPTION
My presentation on Program Management Skills at GE HealthcareTRANSCRIPT
Program Management Skills
Tathagat Varma Sr Director, Strategic Programs and Biz Ops
Yahoo! India R&D
Project vs. Program Management Area Project Management Program Management Focus Non-strategic Strategic Objectives Singular Multiple Extent of Change Narrow Broad Benefits Realization Once Incremental Deliverable Complexity Low High Deliverable Quantity Few Many Overall Time Scale Rigid Loose Scope Change Exceptional Desirable Functional Diversity Minimal Multidisciplinary
From “Program Management Complexity”
Competencies
Levin-Ward Program Management Competency Model
Personal Competencies
Communicating Leading Building Relationships Negotiating
Thinking Critically Facilitating Mentoring Embracing
Change
Communicating
• Actively listens, understands, and responds to stakeholders
• Uses the key channels of communication • Ensures the quality of the information that is
communicated • Tailors the information to the audience • Effectively uses each of the different communications
dimensions
Leading
• Implements the program’s vision • Establishes the program’s direction • Recognizes the interdependencies within the
program • Takes calculated risks; is venturesome • Assumes ownership of the program
Building Relationships
• Builds trust among stakeholders, clients, and team members • Leverages the organization’ political dynamics to promote
program goals • Advocates for diversity and treats others with courtesy and
respect • Establishes and demonstrated high standards for personal
and team member performance • Promotes and demonstrated ethics, integrity, and adherence
to corporate values in all interactions
Negotiating
• Obtains needed program resources • Ensures program alignment with the
organization’s strategies • Works proactively with the Program
Governance Board • Promotes overall stakeholder support
Thinking Critically • Conducts ongoing analyses to identify trends,
variances, and issues • Applies fact-based decision making to current and
prospective issues • Works proactively with the Program Governance
Structure that provides for decision making at the appropriate levels
• Constructively challenges common beliefs and assumptions – always looking for a better way
Facilitating
• Plans for success from the start of the program
• Ensures that all team members work together to achieve program goals
• Effectively resolves issues to solve problems • Effectively handles personal and team
adversity
Mentoring
• Supports mentoring for program team members
• Establishes a formal mentoring program • Supports individual and team development
activities • Recognizes and rewards individual and team
accomplishments
Embracing Change
• Establishes an environment receptive to change
• Influence factors that may result in change • Plans for change and its potential impact • Manages changes when they do occur
Critical Competencies
• Initiative • Managing at Interfaces • Leading without Authority
Scale of Initiative
Level 1: Wait
Level 2: Ask
Level 3: Recommend
Level 4: Act independently but report Immediately
Level 5: Act independently and report routinely
Managing at Interfaces • “agency theory” • Collective outcomes more important than individual
outputs • Optimize “whole” and not just the “parts” • Even more critical with self-organizing agile teams • Move away
– from “back-seat driving” to trusted coalition – from pushing dependencies to facilitating
interdependencies
Leading Without Authority
• Leading with influence
• Key is to establish credibility
• Move away from “command and control” to collaboration
Conclusions
• Program management is all about leading without authority to create collaboration among component teams by managing at interfaces to maximize program benefits realization
• Skills are far more important than any process
Further Reading • Manage It! – Johanna Rothman • Program Management Complexity: A Competency Model – Ginger Levin and J. LeRoy
Ward • The Agile PMO – Adrian Quinney • An Agile PMO – Mike Griffiths • PM at Microsoft – Steven Sinofsky • Agile Program Management Best Practices – Pete Behrens • Agile Program Management: Another Approach to Large Project – Johanna Rothman • Project Management vs. Program Management – Tathagat Varma • What are the Program Management Competencies – Tathagat Varma
Connect
Twitter: @tathagatvarma Blog: http://managewell.net
Email: [email protected] Presentation: http://slideshare.net/managewell