One of the critical skills in effectively getting work done through others is NEGOTIATION. There are 7 key principles that can help you navigate tough situations.
1. Identify what possible outcomes will work to support your purpose or objectives. There are many options and choice points usually through the course of negotiation. Be prepared with contingencies that may come up and you will not fail to gain a good outcome.
2. Build report. Let them feel superior so your adversary is completely at ease with you and the situations. Do not try to be friends. They are an acquaintance you want to gain respect and a fair agreement that supports your purpose.
3. Mentally prepare. The main state that your mind is in will govern your conversation and being able to adapt to the situation. In a state of frustration, you will make concessions or potentially change the dynamic of discussions. The requires building an effective plan to control your emotions as it will kill the deal. Know yourself and if you get to that point have your strategies ready to take a break. Focus on what you can control.
4. Ask questions. Your role is to have the other party give away as much information as possible. Use questions that begin with who, what, where, when and why. Another technique is answer questions with another question. Take the time to clarify questions and all information as it will help that there is clarity and you will learn tremendous amount the more you take time to listen.
5. Take notes. Along with asking questions and listening, take notes. It goes along well with asking questions and keeping track of information you are gathering. Don't rely on your memory especially as you don't know how many meetings may be required to reach agreement and the information will be a big advantage.
6. Know the decision makers. This is key to know who holds the power. The better you get to know all the players will ensure you can work to get alignment and know who the people who are in place to keep you from the real decision makers.
7. Focus on core issues. Realize that sometimes there may be one issue, sometimes there are many that can be tangents. There can be value in reaching agreement and establishing the pace on nonessential aspects. The success of your outcome will rely on the result you achieve in core issues so stay focused and keep focus on those elements that are must have.
Sunday, March 09, 2008
Sunday, July 08, 2007
Automate Life - Remote Management is a Necessity
Does your project run when you are not present? Have you leverage global resources to work on delivering your project? It is a global economy and even an individual can outsource work.
How to hire remote resources -
How to hire remote resources -
- Write a job description. Clearly state the skillset, language ability, is phone conversation required, programming skills, management talent, past work, hours available (make sure its when you are)
- Talk to potential people on the phone. Ask questions. Make sure you can understand and they can clearly articulate their examples and results. Validate language skills are adequate or you will quickly become frustrated quickly.
- If you have your own business, use services such as elance, brickyard, etc; If you work for a large company than you may have different options on staffing internally or externally to take advantage of best skilled people for job on your project
- Spend time getting them up to speed on objectives, priorities, communication process, confirming requests and how they will proceed so work can be accomplished correctly and efficiently
- If a problem arises, determine if it's your fault and how it can be corrected. What caused the problem? If resource needs to be replaced, then act quickly and don't let problem linger
- Delegate effectively. Make clear what their responsibility is. Who are their contact points and when should they contact you.
After you have staff on board, then you need to critically evaluate how your time is spent. In college class, I learned about Pareto's law. Basically 20% of your time delivers 80% of results, 20% of development time will deliver 80% solution, and the theory can be applied to many aspects of how you live. What activities prevent you from doing the 20% that no one else can do? What activities can you pass on to other resources, get an assistant and eliminate from your day? Spending your time on activities using your brilliance is what will bring exponential results in your program. Trying to do too many activities just wastes time and is not efficient. Multitasking can be the biggest distraction from productive work. Automating the tasks and delegating work is key to creating the time to accelerate your project forward and maximize profits in your program.
Project Acronyms from Tech Projects
The realities of technical driven projects, is more often than not they become a force of their own due to personalities, lack of management decisions or unclear value and objectives to make decisions from
In Scott Berkun blog, is a myriad of acronyms for the many types of development occurring today-
http://www.scottberkun.com/blog/2007/asshole-driven-development/
Which ones have you experienced? For me, I have lived through many of the scenarios described. Some were rescuable projects and others were killed with cause. The brightest group of talent doesn't guarantee success. Identifying these trends, picking tactics to counteract strong personalities, build support with team and management become the necessity more than tech know how. If you could pick the ideal acronym for your project development, what would it be?
In Scott Berkun blog, is a myriad of acronyms for the many types of development occurring today-
http://www.scottberkun.com/blog/2007/asshole-driven-development/
Which ones have you experienced? For me, I have lived through many of the scenarios described. Some were rescuable projects and others were killed with cause. The brightest group of talent doesn't guarantee success. Identifying these trends, picking tactics to counteract strong personalities, build support with team and management become the necessity more than tech know how. If you could pick the ideal acronym for your project development, what would it be?
Saturday, April 14, 2007
What is completion?
Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
What is completion?
Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
Saturday, March 10, 2007
Program Management - Way of life
Program management is one of those terms that people say "What?" when you say that is what I do. Simple program management is an ongoing experience with a general objective. So relating to your life, if you pick what your purpose and missiong are that is where you are headed. There are so many "projects" that are included along the way. New projects are defined and implemented all the time. For example, when I plan a party, plan a decorating project or upgrade the house, vacation plans, and the list could go on forever. Life is a program consisting of many different projects. At its most basic level of planning in life, is to use a list. Regardless of all the excuses I hear, people that don't at a minimum make a list do not prioritize and use their time as effectively as can be done.
Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.
When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.
What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.
Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.
When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.
What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.
Program Management - Way of life
Program management is one of those terms that people say "What?" when you say that is what I do. Simple program management is an ongoing experience with a general objective. So relating to your life, if you pick what your purpose and missiong are that is where you are headed. There are so many "projects" that are included along the way. New projects are defined and implemented all the time. For example, when I plan a party, plan a decorating project or upgrade the house, vacation plans, and the list could go on forever. Life is a program consisting of many different projects. At its most basic level of planning in life, is to use a list. Regardless of all the excuses I hear, people that don't at a minimum make a list do not prioritize and use their time as effectively as can be done.
Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.
When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.
What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.
Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.
When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.
What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.
Tuesday, February 20, 2007
The 7S McKinsey Model
Did You Know?The 7S McKinsey model
To better represent the challenges of service marketing, McKinsey developed a new framework for analyzing and improving organizational effectiveness, the 7S model:
The 3Ss across the top of the model are described as 'Hard Ss':
•Strategy: The direction and scope of the company over the long term.
•Structure: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).
•Systems: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc).
The 4Ss across the bottom of the model are less tangible, more cultural in nature, and were termed 'Soft Ss' by McKinsey:
•Skills: The capabilities and competencies that exist within the company. What it does best.
•Shared values: The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior.
•Staff: The company's people resources and how they are developed, trained, and motivated.
•Style: The leadership approach of top management and the company's overall operating approach.
For full article see -
http://www.buildingbrands.com/didyouknow/14_7s_mckinsey_model.php
Action Step:
Ask yourself, are you effectively using all these elements to deliver your program successfully?
To better represent the challenges of service marketing, McKinsey developed a new framework for analyzing and improving organizational effectiveness, the 7S model:
The 3Ss across the top of the model are described as 'Hard Ss':
•Strategy: The direction and scope of the company over the long term.
•Structure: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).
•Systems: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc).
The 4Ss across the bottom of the model are less tangible, more cultural in nature, and were termed 'Soft Ss' by McKinsey:
•Skills: The capabilities and competencies that exist within the company. What it does best.
•Shared values: The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior.
•Staff: The company's people resources and how they are developed, trained, and motivated.
•Style: The leadership approach of top management and the company's overall operating approach.
For full article see -
http://www.buildingbrands.com/didyouknow/14_7s_mckinsey_model.php
Action Step:
Ask yourself, are you effectively using all these elements to deliver your program successfully?
Lessons from Steve Jobs
How to Wow Them Like Steve Jobs
While this article focuses on Apple and its success with the Ipod, the principles of
- Sell the benefit
- Practice, then Practice some more
- Keep it Visual
- Exude passion, energy and enthusiasm
For full article- click here
http://www.businessweek.com/smallbiz
While this article focuses on Apple and its success with the Ipod, the principles of
- Sell the benefit
- Practice, then Practice some more
- Keep it Visual
- Exude passion, energy and enthusiasm
For full article- click here
http://www.businessweek.com/smallbiz
Impact of Silence on your Project
The Two Great Wastes
- an interesting article posted at Reforming Project Management Blog about the silence that can kill a project. How can you work with team to hear and act on ideas, concerns and encourage speaking up!
http://www.reformingprojectmanagement.com/2004/08/15/394/
- an interesting article posted at Reforming Project Management Blog about the silence that can kill a project. How can you work with team to hear and act on ideas, concerns and encourage speaking up!
http://www.reformingprojectmanagement.com/2004/08/15/394/
Wednesday, February 14, 2007
The 10 Unbreakable Rules of Project Management
This is a great article on the unbreakable rules of project management.
Why do so few projects succeed? Despite the decades of increasingly complex attempts to manage projects, far too many managers overlook the 10 Unbreakable Rules for Project Success. As outlined below, these common sense guidelines hold the key to increasing your success rate and delivering greater consistency across your project's lifecycle.
Rule #1: Know what you are doing
Rule #2: Know why you are doing it
Rule #3: Be prudent, honest and prepared
Rule #4: Play to your strengths
Rule #5: Know how to navigate
Rule #6: Know how to communicate
Rule #7: Know how to succeed
Rule #8: Know how to fail
Rule #9: Know when the project is over
Rule #10: Know how to learn
For full article text click here
http://www.pmforum.org/viewpoints/2003/0708unbreakablerules.htm
Why do so few projects succeed? Despite the decades of increasingly complex attempts to manage projects, far too many managers overlook the 10 Unbreakable Rules for Project Success. As outlined below, these common sense guidelines hold the key to increasing your success rate and delivering greater consistency across your project's lifecycle.
Rule #1: Know what you are doing
Rule #2: Know why you are doing it
Rule #3: Be prudent, honest and prepared
Rule #4: Play to your strengths
Rule #5: Know how to navigate
Rule #6: Know how to communicate
Rule #7: Know how to succeed
Rule #8: Know how to fail
Rule #9: Know when the project is over
Rule #10: Know how to learn
For full article text click here
http://www.pmforum.org/viewpoints/2003/0708unbreakablerules.htm
Friday, August 04, 2006
Projects! A foundation of Collaboration
Collaboration is one of the driving forces behind superior project and program management. No matter what you read, you'll probably find something in it about collaboration these days. There are many views. Interestingly, in the Dictionary, "collaboration" has two definitions:
1. working together—the act of working together with one or more people in order to achieve something
2. working with enemy—the betrayal of others by working with an enemy, especially an occupying force
Most people have experienced collaboration and have also had experience where little to none was present. In the project environment, it is critical. The depth of strength of planning and development is dependant on how well you can coordinate and facilitate collaboration in the team. Having a team that is integrated, aligned and working together well will be a key driver in delivering successful projects.
As I meet other project managers like you, I'm impressed to see the progress you've made in building project teams one piece at a time. You are great PM, working to advocate the need to work together creatively, and making sure that project collaboration is recognized as a crucial piece to the team delivering a project.
Partnering with vendors, contractors, managers, team member is what collaboration is about and a foundational element to productive work. The better the collaboration between parties, the better the results will be. It is each individual who really makes it all work. Continue to pursue excellence by creatively collaborating with others, and you will elevate the project to world-class status.
How do you collaborate in difficult situations?
1. working together—the act of working together with one or more people in order to achieve something
2. working with enemy—the betrayal of others by working with an enemy, especially an occupying force
Most people have experienced collaboration and have also had experience where little to none was present. In the project environment, it is critical. The depth of strength of planning and development is dependant on how well you can coordinate and facilitate collaboration in the team. Having a team that is integrated, aligned and working together well will be a key driver in delivering successful projects.
As I meet other project managers like you, I'm impressed to see the progress you've made in building project teams one piece at a time. You are great PM, working to advocate the need to work together creatively, and making sure that project collaboration is recognized as a crucial piece to the team delivering a project.
Partnering with vendors, contractors, managers, team member is what collaboration is about and a foundational element to productive work. The better the collaboration between parties, the better the results will be. It is each individual who really makes it all work. Continue to pursue excellence by creatively collaborating with others, and you will elevate the project to world-class status.
How do you collaborate in difficult situations?
Sunday, July 23, 2006
Making your way - career path to program management
Hi, It has been an action packed week and spent week in Mexico and then went to Tahoe for the weekend. The views and weather were amazing. So now I want to discuss making your career. In many organizations there is no clear roadmap for a project manager. Many people fall into the role or are technical experts that get promoted. As the industry is emerging and growing in value it is important to manage your own career. Some companies will help let you know training and promotion path available but the majority don't. You can never wait for someone else, you are are the CEO of You, Inc at all times and must push forward.
Explore. A good place to start is to talk to people in your industry or organization. Ask what opportuniities they are aware, what experience is required, what can you do to prepare for that role. Also, consider your strengths, weaknesses, goals and desires for what type of work you want to be engaged in.
Categorize skills. This is much like a company does in evaluating its core competencies. Take the time to really consider the different skills you have and what level you currently are. What skills do you have to get? What skills do you need to increase ability? How should you do that? Make a plan to get those skills - communication, persuasion, computer skills, problem solving, being a go getter are all musts. Make sure you make it a high priority to get those you need.
Get a Board. Well, you might think why do I need that. A board of advisors is a huge value add. You have people to bounce ideas off of, consult with, ask advice and help as you navigate your career. The many years of collective experience you get from working with others will save you mistakes and avoid emotional decisions. Each decisions is important. When you look back, in many cases people just fall into the next positions since it was available. When you have a plan and work it, you will advance much faster than being a pawn in someone else's plan. I had the opportunity to take a promotion in current department but would not give me the added experiences beyond current so I declined. People's reaction was confusion, but I was making a personal choice. I did not have another immediate choice but was pursuing a different focus of moving into team that was in revenue generating team rather than a staff function. By taking the easily offered p osition, I would have had a promotion but not the increased experience by waiting a few months to find something different. It can be tough to wrestle with the decision but you have make tough choices sometimes.
So you want to me a Program Manager? Some think that project management and program management are interchangeable. Some skills are shared and experiences will help you, though there are different skill sets (described in earlier post). In managing project managers or planning your own career it is important to consider how you will build the skills. Programs are more strategice in nature, longer duration, can contain developments and operational projects and work more with senior management to meet strategic goals. People can often fall from one role into another and be ill equiped to be successful. There is a shift and moving someone who is a technical expert into a project management roles requires careful consideration and support while they learn project management. The same applies if you want to move from project management into program management.
Defining the skills. In the next post, I will describe what I think are critical and valuable skills for each position. These skills are the "tools" that you should continue to learn, develop and strenthen in your business "toolbox".
Explore. A good place to start is to talk to people in your industry or organization. Ask what opportuniities they are aware, what experience is required, what can you do to prepare for that role. Also, consider your strengths, weaknesses, goals and desires for what type of work you want to be engaged in.
Categorize skills. This is much like a company does in evaluating its core competencies. Take the time to really consider the different skills you have and what level you currently are. What skills do you have to get? What skills do you need to increase ability? How should you do that? Make a plan to get those skills - communication, persuasion, computer skills, problem solving, being a go getter are all musts. Make sure you make it a high priority to get those you need.
Get a Board. Well, you might think why do I need that. A board of advisors is a huge value add. You have people to bounce ideas off of, consult with, ask advice and help as you navigate your career. The many years of collective experience you get from working with others will save you mistakes and avoid emotional decisions. Each decisions is important. When you look back, in many cases people just fall into the next positions since it was available. When you have a plan and work it, you will advance much faster than being a pawn in someone else's plan. I had the opportunity to take a promotion in current department but would not give me the added experiences beyond current so I declined. People's reaction was confusion, but I was making a personal choice. I did not have another immediate choice but was pursuing a different focus of moving into team that was in revenue generating team rather than a staff function. By taking the easily offered p osition, I would have had a promotion but not the increased experience by waiting a few months to find something different. It can be tough to wrestle with the decision but you have make tough choices sometimes.
So you want to me a Program Manager? Some think that project management and program management are interchangeable. Some skills are shared and experiences will help you, though there are different skill sets (described in earlier post). In managing project managers or planning your own career it is important to consider how you will build the skills. Programs are more strategice in nature, longer duration, can contain developments and operational projects and work more with senior management to meet strategic goals. People can often fall from one role into another and be ill equiped to be successful. There is a shift and moving someone who is a technical expert into a project management roles requires careful consideration and support while they learn project management. The same applies if you want to move from project management into program management.
Defining the skills. In the next post, I will describe what I think are critical and valuable skills for each position. These skills are the "tools" that you should continue to learn, develop and strenthen in your business "toolbox".Program Management - What is it really?
Program Management is a method to manage related groups of projects.
PMI defines it as
"A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside scope of the discrete projects in the program." - PMBOK pg 368
I think it is a collections of initiatives and projects that are designed to accomplish a strategic business objective. It is important to know the business driver of "why?" the work is being done. There can be a high cost of programs due to the length and scope being quite complex, so selling the benefits and gaining support for program is imperative.
Programs include
PMI defines it as
"A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside scope of the discrete projects in the program." - PMBOK pg 368
I think it is a collections of initiatives and projects that are designed to accomplish a strategic business objective. It is important to know the business driver of "why?" the work is being done. There can be a high cost of programs due to the length and scope being quite complex, so selling the benefits and gaining support for program is imperative.
Programs include
- A single product or deliverable
- Many product deliverables
- Can be a combination of ongoing support activity in addition to deliverables
- Usually focuses on business objectives and delivering value
- Benefit management
Characteristics of Programs
- Deliverables with a strategic intent
- Business Change
- Significant change in the organization
- Success criteria including growth, productivity gains, and improvement in the market
- There are significant risks
- Environmental change as well as change in program
- Longer in duration than projects
- Benefits are achieved throughout duration of program
Program Management Skills vs Project Management Skills
Key Points
- Programs have larger scope than projects and typically run at higher levels in the organization
- Strategic initiatives are linked to programs
- Programs require more sophisticated approach to managing change and navigating politics
- The external environment is important to understand and monitor since it impacts program success
"Savvy" defined
The name Savvy P M - there is so much complexity in interwoven subjects in program management. Learning the art of it is even more important than the methodology, but both are required to have effective skills. I have seen it done poorly and seen programs delivered well. Different industries modify their methods to be used. "Savvy" defined
- Practical know how
- Shrewdness or intelligence; common sense
- Experienced and well informed
- Comprehend the conditions internal and external to the project to make smart moves
My mission is to help you become a "Savvy PM" through stories, methodology, the art of getting work done and managing priorities. I hope you find the information helpful and effective in your pursuit to be a "Savvy PM". Please send me your feedback and ideas you are interested in.
Thanks!
Tuesday, July 04, 2006
PMI Release New Standards for Program Management
New PMI Standards
The Project Management Institute has released two new standards. They are:
PMI is also working on new certification that focuse on Program Management. This will be focus on skills in program management vs the current PMP certification.
The Project Management Institute has released two new standards. They are:
- The Standard for Program Management
- The Standard for Portfolio Management
PMI is also working on new certification that focuse on Program Management. This will be focus on skills in program management vs the current PMP certification.
Sunday, June 18, 2006
The Catalyst
"The superior leader gets things done with very little motion. He imparts instruction not through many words but a few deeds. He keeps informed about everything but interferes hardly at all. He is the catalyst, and though things would not get done as well if he weren't there, when they succeed, he takes no credit. And because he takes no credit, credit never leaves him." Chinese Sage Lao-Tzu
Introduction
Hi, I am venturing into the new way of publishing with a blog. Yes, I am late to the party so hopefully this will be a great resource. My goal is to explore ideas and strategies that help you be a high performing program or project manager. Please don't hesitate to send me a mail if there are specific questions or topics of interest to you. I welcome your collaboration. I hope you find these ideas and tools helpful in being a "Savvy PM". Make it a great day!
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