Você é um gerente de programa que atingiu um obstáculo. Como você pode superá-lo?

When facing a roadblock in program management, the first step is to comprehensively analyze the issue. Identify the root causes and seek diverse perspectives for a thorough understanding. This forms the foundation for an effective solution strategy. Next, involve your team and stakeholders in brainstorming solutions. Leverage their varied insights for innovative problem-solving. Select the most impactful and feasible solutions, implement them systematically, and monitor progress regularly, adjusting as necessary to effectively overcome the challenge.

When facing road block in Program Management, Pause, analyze the current state and break the issue into smaller pieces and work with stake holders who owns the action for their piece. Generally, it is lack communication, understanding and sometime conflict of priorities of stake holders leads to roadblock. This needs to be tackled deftly.

Roadblocks are part of daily life in Prog. management. A good first step is to understand the if & what on the (customer) impact of the roadblock - this will largely dictate the response actions i.e. emergency response, intermediary corrective action based response or a permanent corrective action based one - roadblocks come in many flavours & overcoming them will need flavourful thinking and this is ideally done as a joint activity with stakeholders. Once the customer impact has been established, structured root cause analysis, transparent communication, mindset and culture to inspect & adapt and clear direction sprinkled with lessons learned from previous roadblocks should form the foundation for effectively overcoming roadblocks

In my experience 90% of problems / roadblocks are caused by miscommunications. So I would look into that first. Is the "roadblock" real or can be cleared up with clear communications? I would also ask the team for their thoughts, experiences and ideas to resolve the issue. I have very often found, the team knows a lot more than we give them credit for. They have a lot of knowledge and experience and by getting multiple ideas, one can come up with a new one taking the best pieces from different ideas.

1. IDENTIFY the specific issue causing the roadblock. 2. ANALYSE the root cause and its impact. 3. ENGAGE your team and stakeholders to ideate. 4. PRIORITIZE solutions based on feasibility and impact. 5. IMPLEMENT the chosen solution with clear actions and deadlines. 6. MONITOR progress and adjust as necessary. Stay focused, communicate effectively, maintain flexibility to navigate through challenges.

Really take the time to work out your communication channels. Sponsors likely won't want the daily details all the time, but probably would want more frequent communications in the case of a roadblock. Consider whether to have an escalation "channel" to manage increased comms at these times. Think about when email vs meetings vs Teams channels are the right format and consider audience and frequency of communication and how this should be adapted for the roadblock scenario

I've found the "keep it simple" approach foundational to overcoming roadblocks. Eliminate the noise and get at the root cause. Often it is a simple discussion between two team members versus a meeting for "group think".

Communications is always the key to start problem solving. From there Program Manager can start to find the rootcause, analize and come up with solution

Super simple: Communication of the issue is not a task you check, is a task you REPEAT [until the problem has disappeared completely].

As Simon Jones indicated, project sponsors will need to be informed about the challenges. this is the time to articulate the challenges that are preventing task completions. You can Sprint ahead with any project, but once the roadblocks are present you have to stop, evaluate, and provide credible costly options for stakeholders to consider. All evidence must be clearly transmitted or the Trust factor is lost with project sponsors.

Yes, but the how you do it lies not just in a well-crafted solution, but in adaptability and agility. We thrive by planning with foresight, and by monitoring and steering with flexibility – if we are not ready to recalibrate our course even the best solutions can just fail. That’s why to implement a solution (any solution) you must have AGILITY. Stay robust but be agile.

Need to have solution with a back up plans and implementing the solution on time , keeping all stakeholders in loop. Staying positive is the most important aspect in this scenario and have smaller goals to achieve the end goal.

This is where hypothesis driven development really provides value and can be used on projects and issues, not just software development. Use your team, industry resources, and historical data to form a hypothesis for your solution. Then design tests for that hypothesis. If those tests are aligned with your hypothesis, then begin implementing your solution. If not, start with a new hypothesis. Disproving a hypothesis can be as valuable as proving one and testing your ideas before implementing, even on a small scale, can save time and money.

Carry out the action plan while ensuring that team members are in constant communication and collaboration. To make sure the solution is being deployed successfully, keep a close eye on the process.

Once you have chosen who to delegate the tasks too, communicate clearly keeping everyone in the loop so there is no confusion about who is doing what and what you expect the final outcome to be. Set a start and finish time and implement the plan

Roadblocks are everywhere. Each time we overcome a roadblock we gain valuable experience. We learn lessons and implement changes to thwart that roadblock when it rears its ugly head again in the future. With each roadblock comes the opportunity to assess the situation, identify plausible solutions and create actions to drive towards that solution. We should expect that not every possibility will lead to success. However, our ability to adapt and overcome will eventually lead to surpassing the roadblock and striving forward to success. Try and try again. Just make sure you change things up so to not delve into insanity. You got this!

If we take out time to reflect on the experience and identify lessons learned. We can use this insight to improve processes, enhance resilience, and prevent similar challenges in the future.

Lessons learned need to cover two basic aspects: 1) What went well. We need to capture that, so it does not get shortchanged in the future in terms of resources / cost / schedule. If we miss out on these in the future, we will be creating a problem. 2) What surprises / roadblocks / difficulties we encountered and how they were resolved.

Reflecting on lessons learned isn't just a retrospective exercise; it's a proactive approach to building a culture of continuous improvement. And, it has 2 layers for me: 1) The team-focused layer: it’s where we focus on celebrating wins. Small ones and big ones. It’s human that we often focus on what went wrong, but celebrating our successes is equally vital because it reinforces what works and boosts TEAM MORALE. 2) The future-focused layer: this means documentation, iteration and for example updating our knowledge base so that individual learning can turn into collective wisdom. This practice, embedded in our program’s DNA, creates a legacy of learning, adapting, and excelling.

Encourage a culture of continuous improvement within the program team. Emphasize the importance of learning from both successes and setbacks. Conduct thorough post-mortem analyses after completing program phases or projects. Identify key lessons learned and areas for improvement. Establish a feedback loop where team members can provide insights and suggestions for optimizing processes and overcoming challenges. Develop a repository for lessons learned and best practices, ensuring easy access for the program team to draw from past experiences. Promote a growth mindset, acknowledging that setbacks are valuable opportunities for learning and development.

Celebration is actually a strategic tool in acknowledging our journey and fueling further innovation. It’s the human element, the emotional heartbeat that keeps teams engaged. Sadly, we don’t do this enough. It’s often an overlooked area though when we celebrate, we're not just applauding outcomes but also valuing the effort and resilience it took to get there, together. It should be a mandatory practice that with every milestone achieved, we celebrate. We celebrate the good, the bad and the ugly AND we strengthen relationships and team spirits while doing so.

It's human nature to crave positive reinforcement and praise when overcoming a major milestone and this is important to do. What's often overlooked is celebrating the small wins on a regular basis, this is why I run retrospective sessions at pre-defined intervals that acknowledge the smalls wins with small prizes (often food related) and host a "thank-you" channel for the team to recognize and provide peer-peer praise for the help they often give to each other without thinking. All this leads to a healthy work environment where people feel happy, engaged and valued as part of the team.

A break to cheer with the team. Recognition of performance and expectations of the stakeholders. All that can possibly be done to boost up team morale and motivation to accept any future challenges with teamwork.

Learn from your mistakes and celebrate the wins! Continuous improvement is the goal while celebrating key milestones, shining stars, and outcomes must be prioritized throughout the journey. It's good for motivation, building camaraderie and having that feel good factor across the team!

Celebration matters. Celebrate achievements, no matter how small. Recognize the effort put in by the team. It boosts morale and keeps motivation high.

One thing I have found helpful is to have a strong network of trusted mentors or other leaders who've likely experienced similar roadblocks. Talking through the experience and the challenges with a trusted mentor often helps solve the problem. Sometimes being coached on a situation often results in finding the solution to the roadblock or challenge being faced.

The momentum of winning is very important to ensure the team is putting the same level of effort that they have put earlier. Learn from challenges, adapt your approach, and stay focused on your goals. Consistent progress, even in small steps, contributes to overall success. Keep the team motivated, communicate effectively. Enjoy your steps and keep moving.

Every step taken is a foundation for the next; none are wasted. It's crucial to maintain a clear vision, a north-star, to guide our efforts. Periodically zooming out for a 'big picture' view allows us to realign or pivot as needed, ensuring that our trajectory is not just forward, but also true to our overarching (company strategy) goals.

Honestly, hitting a roadblock for a program manager is akin to striking gold while digging. An opportunity to explore his / her skillsets and learning more when such a situation does arise. A program manager is focused on the benefits of coordinating multiple projects that do not surface when managing individual projects. At the same time, programs may hit roadblocks when the overarching portfolio does not achieve strategic objectives from pursuing the program. As far as there is transparency and a generative culture in the organisation, hitting roadblocks is a welcome stage where folks could look to pull the andon cord.

Prioritize and Iterate: Assess the severity of the roadblock and prioritize tasks accordingly. Break down the problem into smaller, manageable tasks. For example, if there's a delay in launching a new feature due to compliance concerns, focus on addressing regulatory requirements first before moving forward.

Roadblocks are part of life of complex transformation programs. But the good thing is what looks like a roadblock are not really roadblocks for 99% of the cases. It all needs going back to the drawing board, rethinking, restrategizing, reprioririzing and pushing ahead.

Roadblocks can be an opportunity to think out of box and can lead to disruptive innovation. Prioritisation, effective engagement, communication and risk mitigation are some of the key strategies to overcome roadblocks

One of the Primary responsibility of a program manager is to remove the Road blocks and ensure strategic objective of the program is met.Critical thinking,Collaboration,Brainstorming,Expert feedbacks etc will help to a great extend.There are instances to take decision to moveforward considering Risks and maintaining a plan B also might be required.Experienced program managers will face all roadblocks with confidence getting support from team.

Emotional resilience is an underestimated superpower of a program manager, especially when bad things happen. When a program hits a snag, the program manager is a leader who needs to demonstrate a level-headed approach to figuring it out and moving forward. The tone of the a program manager leader will be adopted by many of the contributors in the program.

Roadblocks generally come when we miss to identify and resolve critical dependencies. In these cases first thing to do is to come up with the impact and what is the best/shortest possible path to resolve the issue. Root cause analysis can be done in parallel or may be later, however the focus should be on how to collaborate with all stakeholders to resolve the problem.