Wie können Sie mit Mehrdeutigkeiten im Programmmanagement umgehen?

many times ambiguity gets created as people tend to share only positive side and assume with time difficult problems will be resolved. Usually difficult problem becomes risk/issue - resulting into creating ambiguity as you can't justify earlier decisions

I always believe that the Future is unpredictable but your actions can predict the unpredictability! Above in my view fits well in program management context. In this context, we need to first take actions to remove ambiguities - at all levels. This will bring required clarity and certainty which is much needed for the success. Also don't just focus on timeline/deadline, listen to people at all levels as you may not be able to see issues/challenges/risks which the team might be able to better understand at their level. Follow the mantra of communicate, communicate, communicate which is so vital!

Managing ambiguities in program management starts from the capture phase to the execution phase of the program. A thorough understanding of the SOW, line items and developing the risks and opportunity profile of the program are effective in identifying the ambiguities. Also, there is a need to maintain communication between the relevant stakeholders when uncovering and digging into the identified ambiguities to ensure clarity in direction and consensus across board

Communication plans often focus on ticking the boxes: Stakeholder groups identified, communication channel established, update type selected, frequency outlined, etc. However, communication plans can often lack the storytelling aspect that encourages stakeholders to participate and engage properly. Highlighting the "What's In It For Them" info in these communications is the easiest approach to tailor your messages from boring status updates to exciting department news. All stakeholders are incredibly busy and it's important for the PM to recognize that other priorities outside of this project are dividing their stakeholders' attention. Stop focusing on the "what" and "how" in communications, and focus on the "why" and "who for" instead.

We hear it all the time that communication is key, but this is very true. Ambiguity arises due to a lack of clarity as the program goes on. It is important that when information is presented, you paint the full picture. E.g. "We are ahead of schedule on Projects 1, 2 & 3; however, if we fail to implement the firewalls in Project 4 over the next three days, this will take away two days the time we have accrued". By clearly stating dependencies, risks and and any other issues that may arise, this can significantly reduce or even eliminate ambiguity in the program overall.

In my experience, effective communication isn't just about delivering project updates; it's about engaging and aligning stakeholders with the program's vision and value. for example, a software development project I managed. Instead of inundating stakeholders with technical details and timelines, I emphasized the impact: "By supporting this initiative, your team will streamline processes, improving efficiency and reducing operational costs." Furthermore, recognizing that stakeholders have competing priorities outside the project is crucial. By understanding their broader goals and challenges, we can customize messages to resonate with their specific needs and align with the bigger picture.

Program managers should always be learning. Whether it's soft skills, like interpersonal relationships, or technical skills, like SCRUM management, the ability for a PM to grow and adapt to a project and project team is crucial for a smooth execution. This isn't to say abandon all of your established best practices for the hottest management trend, however. Think of each project as a puzzle. The project charter is the edge of the puzzle - the container that keeps it all together. But linking the jagged pieces and color patterns is what makes the puzzle a success. Use a combination of old and new skills to piece together a project management plan that works for the unique team, goals and stakeholders. Don't be afraid to try new patterns.

To me, effective programme management is the balance of hard and soft skills. Plus, the programme manager needs not only to understand and manage the process, but have sufficient understanding of content (and be prepared to listen to the experts who have the depth of understanding). No two programmes are the same, and you must be ready and able to learn, to make decisions, to learn quickly from mistakes, and to take everyone along with you.

I've often found program managers disengage from programs feeling like their only job is to bring people together and setup calendars. However, its a lot more than that. They own the outcomes of the project and must leverage this power to lead the forum with right questions and support. When they start to do that, they are establishing credibility and making everyone involved more accountable. That way you handle not just ambiguity but your project well.

Often a question I pose to both the Project Manager and the Project Sponsor. Some varied answers generally forthcoming!! Both need to have the ability, and willingness to look beyond the obvious and as Carol has mentioned before able to see both the opportunity and the risk

In some instances, ambiguity can be avoided if the manager comprehends its underlying cause and effectively communicates from top to bottom. This approach serves the intended purpose by resolving evitable ambiguity. However, the resolution of inevitable ambiguity requires time and may potentially result in program damage if not promptly addressed. Only by understanding the situation and making decisive decisions, can the ambiguity be effectively resolved.

Engaging in these projects is akin to pursuing an accelerated master's degree, functioning as an intensive learning experience. However, the process can be challenging for individuals unwilling to acknowledge and address their areas for improvement. It is crucial to recognize that nobody possesses omniscient knowledge. Through active practices such as asking questions, active listening, and continuous learning, a project manager can amass vital insights about the organization, project dynamics, technical intricacies, and more.

After working through multiple M&A integration initiatives, I learned the importance of getting advice and input from “people that know the people”. What I mean by this is to get advice from leaders and staff that know how an audience sees, processes and/or interprets information. Particularly, key information related to change adoption. Getting advice from these experts does two things: 1. It makes you open to the idea that you are willing to learn and 2. You are willing to adapt based on the feedback. Why is this important? Because these leaders and staff recognize your willingness to partner with them as part of the change. This is a key pillar in establishing trust.

"Ask what you need and say what you cant", this is one the key strategy to adopt. No team or a Manager will be less rated if he stands up and acknowledge the support the teams needed ask the same from the subject matter experts of the same.

A program manager who goes it alone, is one who will inevitably fail. Programs are only delivered by teams and even then, it is the program manager's role to seek expertise , guidance and knowledge outside of the program team when needed. This is why organisations need a Board , or external expert advice to provide insight and context from a fresh perspective. It is absolutely critical to ensure that alliances and support is available and that the program team is able to leverage this whenever needed throughout the program life cycle.

Share the “bad news” as early on as possible (e.g., make the stakeholders aware of & recognise the likelihood of risks getting manifested) & seek senior management intervention at the right time. It doesn’t help if we wait for things to “go south” fully before ringing the alarm bells. Customers appreciate this a lot more (even if we give a message which may not be great to hear) & will provide support/help/guidance/inputs to help address the ambiguity as much & as quickly as possible. Timely intervention from senior stakeholders has helped many a programme from falling apart & bringing things back on track or at the very least, the cognizance of the fact that “due diligence” has been done & risk management is robust.

You could swap Programme for Ambiguity in front of Management and it would be a more fitting name. Programmes by their very nature deliver outcomes and benefits that are much harder to quantify compared to product based delivery and will always carry ongoing and changing levels of ambiguity. Embrace the challenge, knowing that you will make some mistakes but learn more from it than if you ignore it and your development as a professional will accelerate, plus it will be a lot more fun.

I have seen the positive impact of investing in business value through discovery and innovation when facing ambiguity. Understanding and unpacking pain points and leading with genuine curiousity and a growth mindset through ambiguity is an iterative process that builds you and your teams maturity and capability. Try diffrent approaches, such as stop, start and continue to get the ball rolling, and see if this produces some common themes, insights or highlights the gaps or grey areas in your program. This gives you the foundation for iteration and to work towards clarity.

When assigning certain types of work, a former supervisor used to allow for what she called “freedom in the framework”. She gave you the “bones” of the deliverable and then let you work. It allowed her to see how a person or group problem solves, collaborates, manages time, and the process creates a comfortable space for conversation and debate to arrive at a final product. It was a fantastic way to learn, develop, and progress professionally.

I've found that welcoming uncertainty can lead to breakthroughs. For instance, when faced with market changes, we chose to embrace ambiguity by encouraging cross-functional brainstorming sessions. This approach led to creative product adaptations that ultimately outperformed our competitors. Ambiguity, when harnessed effectively, becomes a catalyst for growth and a driver of progress.

I absolutely agree but be careful. You don’t necessarily need to reinvent the wheel for every single program or project to stand out. Getting a program finished on cost and on schedule is just as good and should be your goal. There will be times that things will change and you need to adapt but in the long run it will make you a better PM. So appreciate the change, learn from them and apply what you learned in the future.

Managing ambiguity in program management requires a multifaceted approach. Firstly, establish clear goals and maintain open communication with stakeholders. Employ proactive risk management by identifying risks early, conducting risk assessments, and developing contingency plans. Stay flexible; adapt your methodology and reallocate resources as needed. Make data-driven and timely decisions, while regularly updating stakeholders. Utilise emotional intelligence to maintain team morale and resolve conflicts. Lastly, create a set of measurable KPIs to monitor progress even in ambiguous circumstances. Experience makes is what makes you adept at applying these strategies in complex settings.

The Program Manager is not alone; managing the team and partners is among her/his key responsibilities. During times of ambiguity, individuals might lose motivation and/or confidence without having a clear vision of the future. This can pose a threat to team spirit, impacting not only program outcome but also people's well-being. This is while having a team that stays together, active and motivated is essential for navigating the realm of uncertainty successfully. I believe one of the key skills of a program manager is upholding team spirit by ensuring transparent information sharing with members and partners, soliciting their ideas and expertise, and mobilizing their capacities toward a better outcome.

Ambiguity itself is "being open to more than one interpretation" - an ideal approach. Flesh out ambiguity and address: 1. Within management - nothing causes more peculiar behavior than cross-functional groups with separate agendas placating work activity without a commitment &/or accountability. 2. Within the program group, drive the same dialect along with a safe space for sharing. Champion and protect the team. Raise, escalate and resolve. 3.  Direct & indirect groups of impact:  Learn a lot here.  Negative downstream effects to automations or manual efforts of other teams' people/process/technology can expose super simple to complex obstacles that are more cost effective addressed up front over - fought/recovered from after the fact.

I feel that is important to cultivate stakeholder relationships, and nooo I'm not saying that your stakeholders become your best friends. I'm referring to build strong relationships with stakeholders, including sponsors, clients, and end-users, to foster trust and collaboration in navigating ambiguous situations together.

First step to encourage team to ask more questions instead of assumptions. Listing all the vague and unknown questions will help avoiding to ask repeated questions. Validate different ideas as early as possible by using prototypes and proof of concepts. It will reduce risk by avoiding to invest lot of the time the one idea. Break down the project into smaller chunks This approach will help the team to assess the complexity of each part and their interdependencies. Start with relatively simple and independent task as interference from uncertainty will be smaller. Strive for developing solution which is portable and scalable to overcome changes and reduce ambiguity.