Managing Yourself Well so you can Excel When Leading a Team
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4 Essential Tips for Supporting the Team
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Four experience-based tips to encourage ideas and communication while at the same time bringing a sense of order to the abundance of information that the team will undoubtedly need to understand, apply, and reference.
Building a Strong Foundation for your Program Management Career
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Most of the Program Management courses and books you'll find will help you plan and manage a program successfully. Before you can be successful in leading programs, you'll need a foundation of understanding about the role of a program manager. Here are books and reference publications that can jump start your learning journey to becoming a top-notch program manager.
Are You Consistently Delivering Value and Timely Information?
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As a Program Manager, what does your CIO need from you? Here's a reminder list of program manager expectations from my program leader experiences and also from my time in positions as the senior leader supporting program managers.
Understanding Your Customer's Business is More Than A Few Conversations
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Here are three methods that long-lived program teams and I have used to develop a deep understanding of the customer (a business unit) and their needs. Think of these as more advanced methods appropriate for large programs.
Value Delivery May be the Most Important Aspect of a Program
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Program outcomes, Value delivered and Business benefits are important! Achieving the benefits from a program might be one of its most important elements. Maintain that focus for yourself and for the program team.
Three Solid Approaches You Can Apply to Programs
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When your customer lacks confidence in your ability to deliver solutions to their needs, what recovery actions can you take? Here are three approaches that have helped turn around such situations.
Motivating Team Members to Deliver the Expected Outcomes
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Program outcomes are so important, but those may not be the motivating factor for all of your team members. Ensure that your program has credible and meaningful target outcomes. As well, recognize other motivations for your program team members.
Understanding and then Targeting Tailored Communication is the Key
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Your Program Manager job includes understanding each stakeholder, how to approach them, how frequently to interact with them, and what information they need. And, even more importantly, the information and perspectives they have that you need to hear. Here are some suggestions and reminders on your executive stakeholder interactions.
Your Stakeholders Will Have Many Questions Before Agreeing to a Change
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You’ve just determined that the program will not complete as agreed. Your stakeholders will want to ensure that everything has been done to avoid changes to the agreed costs, schedule, scope and benefits. This article reminds you about this mindset of stakeholders. The included checklist will help you prepare for discussions with your stakeholders.
What is Your Mandate? Who are You? How Can You Learn?
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When a new program manager joins the team, it can be stressful for everyone. You can ease that stress with a solid approach to coming into the program. Here's an approach I tailor as the situation warrants along with some helpful tips.
Discovering and Being Aware of Software Engineering Capabilities & Risks
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I've frequently worked with program and project teams that have ad hoc methods of software engineering. These software engineering methods introduce risks that should be identified and managed throughout a program and project's lifetime. Unawareness of these risks introduces a high probability of avoidable issues occurring.