Program Management
Iterate: PMs as Change Ambassadors
Elevating Program Management
At its worst, program management can be treated as a mere box-ticking exercise in-line with a static implementation plan. This approach to managing work tends to result in siloed teams with less understanding and engagement of the program.
We believe that program management should be seen as intrinsic to the change program itself. Program management practices must therefore tightly align to the mission and expected outcomes from leadership’s vision.
Bigger Projects require Clearer Outcomes
Large scale transformations tend to multiply into many different projects under the broader program. It is common for these projects to have their own project managers who deeply concentrate on their single piece of the program and lose sight of the broader picture.
The greatest antidote for this is clarity and alignment. Program management must always understand and reinforce the broader aims of the program, which should be defined through outcomes. If these program outcomes aren’t clearly defined, then there’s a problem!
Reinforcing Behavior Change
Program management activities should involve the constant collaboration and feedback of program sponsors, stakeholders, middle managers, and frontline workers. This provides a natural space to demonstrate and inspire new ways of working.
Program managers themselves must role model the new ways of working in adherence with leadership’s future vision. They are uniquely poised to serve as envoys of this vision. Done right, this enables them to transcend the day-to-day implementation work of their colleagues and bolster alignment across workstreams.
Data-Driven Progress
We strive to infuse PM tracking activities with quantitative data. By focusing on opportunities to convert qualitative progress information into quantitative data, we gain several significant advantages.
First, the program will enjoy greater transparency into its implementation progress.
Second, leaning into quantitative data collection will enable the program to automate some of the reporting workload. This allows efforts to be focused on more value-add tasks, like removing barriers for workstream leads or serving as a change champion.
Finally, this approach grants near real-time reporting across the program. Our data methodology decentralizes the process and allows team members to update their work as it happens, which can automatically be represented in higher level status reports.
Live Out the Change as You Track It
Our practices strive to reinforce alignment, inspire behavior change, and utilize data to enhance the effectiveness and visibility of the program’s progress.
Whatever the goals of a transformation, whether that be breaking down siloes or inspiring a more innovative culture, program management activities cannot contradict them. Our methodology ensures that progress is thoroughly tracked, widely understood, and strategically reinforced by program managers who role model desired behavior change.