Tatiana Gaidamaka: Paradigm shift. From Project Manager to Program Manager Kyiv Project Management Day 2021 Main Website - https://pmday.org Youtube - https://www.youtube.com/startuplviv FB - https://www.facebook.com/pmdayconference

1. YALANTIS
Paradigm shift.
From Project Manager to
Program Manager

2. HELLO!
I’M TANIA GAIDAMAKA
● Head of PMO at Yalantis
● 8 years in Project Management
○ Project Manager - 4 years
○ Program Manager - 3 years
● Certified PM: Project Manager Professional
(PMI PMP), Agile Practitioner (PMI ACP),
Agile coaching (ICP-ACC)
● Teacher & Speaker

3. PART 1: A LITTLE OF
THEORY

4. PROJECT & PROGRAM
PROJECT
Projects are used to generate
the outputs or outcomes required
by programs, within defined
constraints, such as budget, time,
specifications, scope, and quality.
PROGRAM
A program is defined as related
projects, subsidiary programs, and
program activities managed in a
coordinated manner to obtain
benefits not available from
managing them individually.

5. PROJECT & PROGRAM MANAGEMENT
PROJECT MANAGEMENT
Project management focuses on
the efficient delivery of the outputs
and outcomes required by
organizations within defined
constraints of time, cost, and
specifications.
PROGRAM MANAGEMENT
Program management focuses on
the coordinated and effective
delivery of benefits derived from
the pursuit of a group of projects
and other programs whose
outcomes are related.

6. Do project managers and program
managers have different goals?

7. PM vs PgM
Program manager
● Program vision & strategy
● Program resource allocation & loading
● Program Delivery
● Projects integration (dependences)
● Program Reporting (external)
● Think about future goals
Project manager
● Project goals & constraints
● Team’s performance
● Project Delivery
● Project integration
● Project Reporting (internal)
● Think about present goals

8. PART 2: THE WAY TO
PROGRAM
MANAGEMENT

9. PROJECT MANAGER
CAREER PATH

10. PM vs PgM
PROGRAM MANAGER
● Program vision & strategy
● Program resource allocation & loading
● Program Delivery
● Projects integration (dependences)
● Program Reporting (external)
● Think about future goals
PROJECT MANAGER
● Project goals & constraints
● Team’s performance
● Project Delivery
● Project integration
● Project Reporting (internal)
● Think about present goals

11. PM vs PgM
PROGRAM MANAGER
● Program vision & strategy
● Program resource allocation & loading
● Program Delivery
● Projects integration (dependences)
● Program Reporting (external)
● Think about future goals
PROJECT MANAGER ALSO PROGRAM MANAGER
● Project goals & constraints
● Team’s performance
● Project Delivery
● Project integration
● Project Reporting (internal)
● Think about present goals

12. PROJECT MANAGER
BECOMES
PROGRAM MANAGER
but still tries to control everything as PM
● Dives deep in all tasks
● Loses context
● The decision are made in an authoritarian way
● Things are heating up between PgM & PMs
● The pressure increases
● The loading increases

14. The only way to fix it
is to change the
mindset and focus

15. PART 3: CHANGES

16. 1. Big Picture
2. See the Future
3. Integration between program components
is the new black

17. 3.1: STRUCTURE

21. Current Goals
– reporting
(Big Picture)

22. Current Goals
– reporting
(Big Picture)
Future Goals –
planning
(See the Future)

23. Current Goals
– reporting
(Big Picture)
Future Goals –
planning
(See the Future)
Troubleshooting
- Components
Integration

24. 1.PM holds a Sprint
planning meeting and
launches a
development sprint
1.BA, Designer and PM
hold a grooming
meeting with
Development team to
present final SRS and
UI
2.Development team
presents development
estimate
1.BA creates User
Stories
2.BA validates User
Stories with a Client
Backlog
BA in
progress
Ready for
Design
Design in
Progress
Ready for
Grooming
Ready for
Development
1.Backlog is equal to
Change Log
2.BA works with the
backlog independently
3.The backlog cannot
be considered as
project or product
scope
1.BA holds a grooming
meeting with a
Designer
2.The Designer
provides estimate for
the groomed user
stories / epics
3.Design estimate
decomposition:
- High-level UX
- Low-level UX
- UI
- Animations (optional)
- Operational tasks
(assets delivery)
1.A Designer creates
high-level UX
2.Validates it with a
Client
3.A Designer creates
low-level UX
4.Validates it with a
Client
5.A designer creates UI
6.Validates it with a
Client
7.After the final approve
ready UI assets should
be uploaded to Zeplin
Design Team Flow

25. JIRA Program Board
Validated work packages
Team 1 Team 2 Team N
Project
Manager
Project
Manager
US-1 US-2 US-3 US-4 US-5 US-6 US-7 US-8 US-...
US-1
US-2
US-3
US-4
US-5
US-6
US-11
US-15
US-...
Project
Manager

26. 3.2: DECISION
MAKING

28. WHO IS TECHNICAL LEADER?
4 SIMPLE QUESTIONS
❏ Are you getting well with people and can not only hear them but understand and make
decisions basing on their opinions?
❏ Are you OK with constant context change - team guidance, technical groomings,
prototyping, communication with design team and customer, etc?
❏ Do you plan to become an Application Architect / Engineering Manager in the future and
want to try its activities in shallow water?
❏ Are you awesome AF?

30. 3.3:
DOCUMENTATION

31. Documentation
For the Project
● Team charter
● RACI Matrix
● Communication Plan (towards teams)
● WBS
● Risk Log
● Team Velocity Chart
● Quality Management Plan
● Resource Calendar
● Project Schedule
For the Program
● Program Charter/Program Strategy
● Program RACI Matrix
● Communication Plan (towards clients)
● Program Risk Log
● Resource Allocation & Budget
● Program Roadmap

33. THANK YOU
Any questions? Feel free to contact me
tatiana.gaidamaka@yalantis.net
Linkedin