Que faites-vous si vous êtes un nouveau gestionnaire de programme et que vous voulez éviter les erreurs courantes ?

A few key things to keep in mind: Never rush the discovery/planning phase. Take the time needed during initial discussions, requirements gathering and setting your timeline. Time well-spent during this phase will ensure your project delivery is effective. Also, document all risks, resource constraints and competing priorities clearly and keep that list front and center with your Steering Committee and project team members. Continually reviewing that list will keep the issues from cropping up "unexpectedly" and let your team determine ways around those obstacles.

One thing a new program manager should understand is not to copy what other program managers are doing. You should observe and formulate a style suitable for you. It is easy to continue what others have done, but what makes you standout is how you put your view into an objective and carry it forward.

Here are my top 3 priorities to help me: Understand the Scope: Clearly define the scope of your program and ensure alignment with organizational goals and objectives. Establish Clear Goals and Metrics: Set measurable goals and key performance indicators (KPIs) to track progress and success. Effective Communication: Maintain open and transparent communication with stakeholders to manage expectations and address concerns promptly.

For a successful program delivery we need to set few things straight before starting. Have a clear understanding of your deliverables and the stakeholders involved in it. Plan your project for failures and risks. One of the important quality as per me is to be approachable and open for feedback from all the stakeholders which involves the front liners. Set up recurring open hours and invite the persons impacting that project.

The most important thing when starting as Program manager is need to have long term vision to meet the organization objective as one handle complex multiple projects to deliver value. Responsibilities and expectation are essential to learn, understanding stakeholder expectations on what is required identify their needs, interest and concerns which will help to build roadmap and detailed Program plan, communication strategy and managing risks and issue proactively. Most important is to be proactive in the role as one navigate challenges and tough situations

As New Program Manager, it's important to know exactly what you're supposed to do. Program management isn't just like project management, so you need to understand how they're different. Project managers deal with getting specific things done on time & on budget, but program managers focus on making sure lots of different projects fit together with the big picture of what the organization wants to achieve. Start by talking clearly & often with everyone involved. You'll need to talk well with top Industry leaders, sponsors, & others to make sure your projects match what they want & need. Set goals that make sense & be ready for changes along right way. Listen to advice from experienced managers, your team, & keep learning to get better.

Make sure you are clear on who the sponsors & decision makers are and the scope of the program. Often I have found that people add lots of "pain points" to the scope in hopes it will fix them. Some make sense but often they are well outside the programs charter and mission. From there planning will define a path, or paths, to explore.

I had a leader tell me, “if it’s not black and white, it’s not right.” You have to get what’s in your head and materialize it for processing and feedback. By investing time and effort in comprehensive planning, program managers can minimize the likelihood of scope creep, budget overruns, schedule delays, and stakeholder dissatisfaction, ultimately increasing the chances of achieving program objectives.

One example i quote when it comes to planning for Program is like planning for the wedding day, you set vision for the day which is nothing but objective, a wedding plan checklist is prepared which is nothing but detail Program Plan consist of tasks, activities outlines, milestone. Like in a wedding party specific roles are assigned to individuals same goes hand in hand in a program. We send out invitations or RSVP similarly we build and rollout communications in a Program. Like on wedding day what if it rains creating back up arrangement that's risk management. Staying organized and monitoring progress to ensure nothing get delays and guests are happy same way we apply the methodology in a Program

First up, I map out everyone who has a stake in my program. This includes everyone from my team members and executives within the company to our external partners and customers. I use a stakeholder analysis matrix to figure out who needs the most attention based on their influence and interest in the program. Then, I take the time to really understand what each stakeholder is looking for. This means sitting down with them, listening to their expectations, concerns, and how they define success. Knowing what each stakeholder wants allows me to tailor my communication and engagement plan. I share updates regularly, including the challenges we're facing. It's important to me that my stakeholders trust me, so I make sure to follow through.

We need to communicate regularly providing updates, address concerns ensuring alignment with expectations. Using stakeholder analysis to figure out Interest and power alignment, and to find out which one has most influence to the outcome of the Program in managing stakeholders transparency and proactiveness is the key handling concerns with data example and industry trends or expert knowledge if available, conflict management to ensure win-win outcome and building relationship with stakeholders which are based on mutual success

Having a clear communication plan with stakeholders is the most important aspect. A program manager should be skilled enough to engage the stakeholders and identify their expectations from the outcomes. Communicate with them periodically to ensure they well update on the status and progress of the program.

One way I approach this is using performance metrics as conversation starters. You are just looking at the facts with your team, they are objective and most of the time people don’t take it personal. I rely on Burndown Charts to visually track the amount of work remaining in a sprint or project, which helps me see if we're on track. Velocity is another metric I track closely, as it shows the amount of work my team completes during a sprint, helping me predict future sprint capacity accurately.

To lead my teams effectively, I prioritize clear communication, fostering a collaborative environment where everyone feels valued and motivated. I set clear goals and expectations, ensuring alignment with the organization's objectives. Empowering team members by delegating tasks, providing resources, and encouraging autonomy helps build trust and accountability. I lead by example, demonstrating integrity, resilience, and a growth mindset. Recognizing and celebrating achievements fosters a positive team culture and boosts morale. Additionally, I actively listen to feedback, address concerns promptly, and provide support and guidance when needed. By inspiring and empowering my teams, we can achieve success together.

I started keeping a RAID log for my personal life. It’s great! I’ve identified the risk of running out of coffee as critical, assumed I’ll never wake up early enough to buy more, issued a red alert for mornings, and now depend on my neighbor for my caffeine fix. Productivity might be questionable, but my stakeholder engagement is off the charts… ha in all seriousness the RAID log is incredibly useful for capturing and managing not just risks, but also assumptions made during planning, current issues impacting the program, and dependencies between tasks or projects. It serves as a centralized repository that I update and review regularly. This ensures that I'm always aware of the current landscape and can take proactive measures.

To control risk effectively, I'd start by identifying potential risks through thorough analysis and stakeholder consultation. Once risks are identified, I'd prioritize them based on likelihood and impact. Developing comprehensive risk management plans, outlining mitigation strategies, responsibilities, and timelines. Implementing preventive measures to reduce the likelihood of risks occurring and contingency plans to address them if they do is crucial. Regular monitoring and reassessment of risks throughout the program lifecycle ensure timely adjustments to strategies and plans as needed. Additionally, incorporating lessons learned into future risk management processes enhances overall risk control capabilities.

Lets take an example of construction going on try to identify the risk, weather, shortage of material, regulation changes, flaw in design etc. now try to assess these risks material shortage or regulation changes impact greatly our schedule. Like this example we build a comprehensive risk management plan to address these risks where we mitigate, avoid or transfer or add contingency. Align our risk management strategy to minimize the impact. Also any emerging risk we regularly document in RAID logs to check and monitor over time. In summary by appropriately handling risk we minimize cost, delay and ensure Program success

Risk Management is mother of program management :). If you fail to foresee the risks or take preventive measures to avoid issues in the project, I am sure the failure of a program in inevitable.

Building solid relationships with stakeholders early on should be a priority for a new program manager. Actively listening to their wants and concerns can help you do just that. Make sure that all stakeholder groups are effectively engaged and bought into the program by tailoring your communication techniques to them. Participate in proactive risk management by evaluating and resolving any issues on a frequent basis before they become major problems. Inspire your team to work together toward a common goal by facilitating honest feedback and suggestions. And, be flexible and open to changing your strategy based on what the organization needs or what external forces are influencing the situation.

As a new Program MANAGER , vitality lies in understanding the program ecosystem and KPIs thrived by each of the stakeholders. Realistic approaches to address the challenges and mapping the impact desired. Change of theory can be too matrixed to achieve common milestones.

It’s crucial to start by defining clear objectives and identifying KPIs to measure progress. Allocating resources appropriately, including budget, staff, is essential to support the successful implementation. Establishing robust monitoring mechanisms is vital to track progress regularly against predefined KPIs and milestones, ensuring transparency and accountability throughout the process. Additionally, proactive identification and mitigation of risks that may hinder benefit realization are critical. Flexibility is paramount, as being prepared to adapt strategies and plans based on feedback and changing circumstances is key to success. Conducting post-implementation reviews enables learning and continuous improvement for future.

Lets say we are constructing an hospital so our benefits realization plan includes phase wise construction completion, hiring medical staff and getting accreditation, Similar way in our Programs we align our benefits with stakeholder expectations defining our objectives then identify the key benefits and tracking these over the Program lifecycle it could be tangible or intangible. Long term benefits need to be sustained so that Program can derive the value any challenges need to be addressed as measure the planned vs actual benefit delivered communicate result and plan for improvement

As Program Manager its important to identify the business benefits in form of 1. What is the cost reduction we will achieve 2. What cost avoidance will happen after we deliver 3. What is the revenue generation 4. Is there any Opex we will save Once the above is identified, find out ways to identify the how ROI or benefit realization will be done.

As a new program manager, prioritize stakeholder engagement, risk management, and change management. Efficient resource allocation, continuous improvement, and adaptability are crucial. Develop conflict resolution skills, manage time effectively, and maintain thorough documentation. Invest in self-development to stay updated on industry trends and best practices. These factors collectively enhance effectiveness in driving successful program outcomes.

Be open to diverse perspectives. When coming from a technical background many a times the outlook may be very restrictive and approach to problems may only be on a technical dimension. It is very important to always keep the overall goal in mind and evaluate options based on their impact on cost, scope, schedule and quality

Understand the process, framework ,team is adhering to and identify the gaps, propose thoughtful process changes with the leadership & the team, have one change at a time rather than complete overhaul Business & Domain orientation, get familiarised with the domain ,geographies,clientile, products as it helps to take decisive actions, contribute strategically Stakeholder connection, identify key stakeholders & build productive working relationships, equally important to have connection with lateral (peers) along with vertical ones(boss, direct reports) Expectations alignment,outline specific objectives and break them down to 30,60,90 day plan, align with your manager, have regular check-ins to seek feedback & act upon them swiftly

As new Program Manager, effective communication is key to understanding needs & expectations of stakeholders. Be great new leader, Program Manager by talking with everyone & setting clear goals. Listen to advice & keep learning to improve. Be honest about problems & fix them quickly. By maintaining open channels of communication & actively listening to feedback, you can identify potential challenges early on & address them proactively. Make sure everyone knows their role & celebrate success. Stay organized, positive, & always strive to do better. Adopting continuous improvement mindset & being receptive to constructive criticism will not only help you avoid common mistakes but also promote culture of growth & development within your team.

Learn the mistakes others have made, establish how they happened and what led to them and then use this knowledge to avoid them.

As a new program manager, the first thing you should do is to study the pitfalls and how people before you overcame it or did not. Make conclusions based on data and not jump into new decisions. Past always teaches you much more. Be open to inputs, this is very critical.