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Program management skills

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My presentation on Program Management Skills at GE Healthcare

My presentation on Program Management Skills at GE Healthcare

Published in: Business, Technology

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  • 1. Program Management Skills Tathagat Varma Sr Director, Strategic Programs and Biz Ops Yahoo! India R&D
  • 2. Project vs. Program ManagementArea Project Management Program ManagementFocus Non-strategic StrategicObjectives Singular MultipleExtent of Change Narrow BroadBenefits Realization Once IncrementalDeliverable Complexity Low HighDeliverable Quantity Few ManyOverall Time Scale Rigid LooseScope Change Exceptional DesirableFunctional Diversity Minimal Multidisciplinary From “Program Management Complexity”
  • 3. Competencies Levin-Ward Program Management Competency Model
  • 4. Personal Competencies BuildingCommunicating Leading Negotiating Relationships Thinking Embracing Facilitating Mentoring Critically Change
  • 5. Communicating•  Actively listens, understands, and responds to stakeholders•  Uses the key channels of communication•  Ensures the quality of the information that is communicated•  Tailors the information to the audience•  Effectively uses each of the different communications dimensions
  • 6. Leading•  Implements the program’s vision•  Establishes the program’s direction•  Recognizes the interdependencies within the program•  Takes calculated risks; is venturesome•  Assumes ownership of the program
  • 7. Building Relationships•  Builds trust among stakeholders, clients, and team members•  Leverages the organization’ political dynamics to promote program goals•  Advocates for diversity and treats others with courtesy and respect•  Establishes and demonstrated high standards for personal and team member performance•  Promotes and demonstrated ethics, integrity, and adherence to corporate values in all interactions
  • 8. Negotiating•  Obtains needed program resources•  Ensures program alignment with the organization’s strategies•  Works proactively with the Program Governance Board•  Promotes overall stakeholder support
  • 9. Thinking Critically•  Conducts ongoing analyses to identify trends, variances, and issues•  Applies fact-based decision making to current and prospective issues•  Works proactively with the Program Governance Structure that provides for decision making at the appropriate levels•  Constructively challenges common beliefs and assumptions – always looking for a better way
  • 10. Facilitating•  Plans for success from the start of the program•  Ensures that all team members work together to achieve program goals•  Effectively resolves issues to solve problems•  Effectively handles personal and team adversity
  • 11. Mentoring•  Supports mentoring for program team members•  Establishes a formal mentoring program•  Supports individual and team development activities•  Recognizes and rewards individual and team accomplishments
  • 12. Embracing Change•  Establishes an environment receptive to change•  Influence factors that may result in change•  Plans for change and its potential impact•  Manages changes when they do occur
  • 13. Critical Competencies•  Initiative•  Managing at Interfaces•  Leading without Authority
  • 14. Scale of InitiativeLevel 5: Act independently and report routinelyLevel 4: Act independently but report Immediately Level 3: Recommend Level 2: Ask Level 1: Wait
  • 15. Managing at Interfaces•  “agency theory”•  Collective outcomes more important than individual outputs•  Optimize “whole” and not just the “parts”•  Even more critical with self-organizing agile teams•  Move away –  from “back-seat driving” to trusted coalition –  from pushing dependencies to facilitating interdependencies
  • 16. Leading Without Authority•  Leading with influence•  Key is to establish credibility•  Move away from “command and control” to collaboration
  • 17. Conclusions•  Program management is all about leading without authority to create collaboration among component teams by managing at interfaces to maximize program benefits realization•  Skills are far more important than any process
  • 18. Further Reading•  Manage It! – Johanna Rothman•  Program Management Complexity: A Competency Model – Ginger Levin and J. LeRoy Ward•  The Agile PMO – Adrian Quinney•  An Agile PMO – Mike Griffiths•  PM at Microsoft – Steven Sinofsky•  Agile Program Management Best Practices – Pete Behrens•  Agile Program Management: Another Approach to Large Project – Johanna Rothman•  Project Management vs. Program Management – Tathagat Varma•  What are the Program Management Competencies – Tathagat Varma
  • 19. Connect Twitter: @tathagatvarma Blog: http://managewell.net Email: tathagat.varma@gmail.comPresentation: http://slideshare.net/managewell