Bill Hoberecht

Reading the article and contributions, I get the impression that program evaluation is a one time event. Not so. Yes, be clear on from the outset on the value to be delivered and keep the attention there. My programs almost always deliver value throughout a program, not just at the conclusion - frequently evaluate value delivery and adjust. During the program, be attuned to the traditional factors - schedule, budget, timely closure of issues. Also, how is staff retention? Morale? Customer relationships? Then, over the next 5 years (or so), are people still in touch with you, or did you build a disposable team that is glad the program is over?

Yes, offer value first. This accomplishes a lot: it signals an intent to give and not a focus on “taking” and gives the other party an opportunity to accept this gift and advance the relationship, it shows the value you can introduce to a professional relationship, it introduces substance to a newly forming relationship and it demonstrates knowledge/skills/experience that you have without your having to sell those concepts. Pay it forward is giving without any implied expectation of receiving back.

The key significance of Program Management is the continual attention to delivering value. Every action, decision and communication are in support of this responsibility. No other role or accountability has this cross-project function. To deliver value, Program Managers have the primary responsibility (with support and collaboration of others) for ensuring strategic alignment of the program and the company direction, alignment of executive and other stakeholders and effective communications with the program team through to the executive stakeholders. Program management also includes cross-project coordination actions that are like standard project management areas: planning, tracking, dependency/risk/issue/budget mgmt.

Anyone who has managed even one program knows for certain that adapting to changes is a given. Unknowns will surface. New ideas will emerge as the team and stakeholders learn. From the start, the program manager should establish and foster a program that is open to this change. Never present the program plan as "set in stone." Have a streamlined method for analyzing and adapting changes. Ensure alignment when change disposition is determined. Engage all parties when implementing the change. Be attuned to warning signs that team members or stakeholders are objecting to change - understand those perspectives, discuss and find a repeatable path forward when change is necessary.

When in a discussion, are you listening to challenge? To respond (or interrupt) with your point of view? To identify a flaw in what is being said by others? Instead, focus on listening to understand. To have a grasp of what is being said by others. To internalize that important information and seek its value. Then reflect that understanding in your response, which is a confirmation that you heard what was actually being said. (Seek first to understand, then be understood - Covey)

Some things to listen for: Is their resistance related to the objective, or to the method of achieving an agreed objective? Let's say that the objective is the substance of the objection. More probing and listening are essential to first understanding their position, and then following that by sharing the reasons (facts, evidence, logic) for the objective - this is a discussion, not a presentation. Ask what would persuade them that the objective is valid and essential and address that with your reasoning. One other critically important item to include: WIIFM. Clarify by answering with logic, the sometimes-unstated question "what's in it for me?" Ensure recognition by team members of this planned outcome.