Suppose you are the new program manager assigned to a program. How would you go about finding your way inside the complex maze of a program, its stakeholders, sponsors, component teams and various vendors? If the program is yet to commence, you might be able to get involved much more deeply, and influence the state of affairs meaningfully. But if the program is already underway, what do you do?
If you take time and ‘learn’ about the program before you act, you might get a deep and thorough understanding of the program but then you might be under time-pressure to deliver results faster. On the other hand, if you straightaway jump into the mechanics of the program, sooner than you realize, you are neck-deep and drowning into the gooey tarpit of unending stream of fires. Yes, you might start delivering the goods that make your program sponsors happy (at least in the short term), but you might not be bringing about systemic change that make you strategic in thinking and approach. Without a more holistic and long-term thinking, you also start drinking from the same well, and very soon, you are also just another ‘manager’ who is fighting fires rather than working proactively to prevent them in the first place. Mind you – if they wanted another firefighter (no offense to the noble profession of firefighting), they would have hired one! So, how do you make a mark?
Over time, I have found asking some simple questions is a great way to get started. Interestingly, these simple questions are very powerful and if the core program team can’t answer them unanimously, it is a pointer that something is not quite right. Here we go: