What are the Program Management Challenges?

As part of a project and program management consultancy company, I visit companies which both struggle and succeed with program management. I sometimes stand back and ask myself the question, "why"? Why does program management fail or doesn't have a presence in this company? I do not believe company's overall problems in program management can be attributed to specific tools or techniques or even the process of working. To me the problem stems from a culture of acceptance and need. Let me explain this. Do you or your company believe program management to be a vital part of the company's overall performance? If the answer is YES, then you will be more successful than a company who considers it irrelevant. In other words, program management needs to be an integral part of the corporate culture.

Let's consider some of the challenges / barriers to successful adopting of a program management culture within any company:

• Develop knowledge – your people can simply lack the basic knowledge of what program management is trying to achieve. I do not run into too many companies anymore with a total absence of knowledge in this regard. The conceptual foundation of program management has been around for a number of years. But the gap in knowledge is not what program management is, but how it will be adopted to drive success through the organisation.

• Lack of organisational view – adopting a formal approach to program management and showing how it links with project management and strategic management is a must. A company that does not adopt a formal structure / process for program management will struggle. Consequently, informal and inconsistent approaches to program management are used with mixed results. This is a much more common occurrence than finding a company devoid of knowledge in program management.

• Poor connection to strategic management - People seem to naturally underestimate the magnitude of program management and what it can achieve. For example, program management is another level of business management and should be treated as such. Program management should be used to run the business and deliver the strategy of the business. This is the primary purpose of what textbooks say. However, program management needs to be adopted to deliver value on how strategy can be delivered on.

It must be remembered that program management is first and foremost a philosophy of management, not an elaborate set of tools and techniques, nor is it an administrative function. Rather, it is concerned with managing an organisation towards the accomplishment of whatever it has set out to do. As such, program management will only be as effective as the people and structures that are used.

Ultimately, program management represents discipline, organisation, and accountability within a multi-project environment. 

Turlon & Associates (www.turlon.com) are leading providers of program management consultancy and training services

What is the role of ‘The Project Transformational Manager’?

I have just completed a fantastic workshop for project managers that are leading some key transformational projects for their organisation and it got me thinking …. what is the most effective way of using Project Management for Transformational Projects

So let’s start at the start of this journey … there are three types of change occurring in organisations today are:

• Developmental
• Transitional, and
• Transformational.

From talking with practitioners, it is widely thought that project management is a key asset in managing the change and developing a “change management” mind-set. However, can project management do all forms of change management and the answer is NO … project management can effectively support developmental and transitional change BUT it is also thought that project management in today’s terms is not sufficient for transformational change.

Transformational change is far more challenging because the future state is unknown when you begin, and is determined through trial and error as new information is delivered. Any this is where project management as a core assets lacks. This makes it impossible to “manage” transformation with the traditional format of scoping, scheduling and dedicated project plans. So to manage transformational change, project management needs to evolve from traditional principle and embrace relationship management, cultural diversity and business / value analysis skills … and here is my message, these are the core center-pieces of the project management plan.

For transformational projects, the future state can be so radically different than the current state that the people and culture must change to implement it successfully. New mind-set’s and behaviours are required. So what can project managers do to be equipped: - 

1. Embrace a mind-set and culture change and diversity that is a centre-piece of change. For example new systems require people to share information across strongly held boundaries or put the needs of the enterprise over their own personal / departmental agendas
2. Focus on where value is and how to realise this in a manner that all parts of the organisation understand and accept. To lead change, the project should lead the business and develop sound business case’s based on measured value propositions
3. Transformation impacts people and leadership is required to nurture the personal divide. Project managers should get people involved in it to garner support and become embedded in the personal dilemma’s that are prevalent
4. Get people engaged by building a strong business case for change and determining the vision. Consider putting a wider representation of people on your leadership team. This will help in identifying requirements for the transformation, and to benchmark what “best-in-class” is to you and your organisation.

This is bring project management to a new level of application and I would like to call this a ‘The Project Transformational Manager’

Eight Steps to becoming a PgMP®

If you have made up your mind take PMI’s Program Management (PgMP®) Accreditation , how should you go about it? Here I put forth some pointers based on my experience.

1. Go through the certification handbook. Get to grips with what is required and what you need to do. This is available on the PMI® website.
2. Ascertain your eligibility: Go through the PgMP® eligibility criteria in the handbook. The experience requirements call for 4 years of project and 4 years of program management experience. If you do apply and have your application rejected, be aware that you will lose 50% of the application fee.
3. Join PMI® (www.pmi.org) and  download the Program Management standard and read through it quickly to get an idea of how PMI® positions Program Management. I will guarantee that it will be very different to how you may see Program Management been practiced. Go to the appendix and look at the long list of artefacts used on a program. Take note of the terminology.
4. Start building your application. Choose programs that have had a strategic value to the organisation you worked in. There are three key points you will have to discuss: -
• what the program delivered
• how the program was delivered
• examples of the program processes / procedures
5. Once your application is ready, get a current PgMP® to review and comments on the application. This is a crucial step for success.
6. Post application review, you will receive instructions about audit requirements. The application will undergo a panel review and this is where your application will be fully scrutinized with respect to the application of program management.
7. Once the application is successful, start to think about the exam. Schedule a date and begin the study process.
• Read the Program Management Standard fully
• Go through the PgMP® Exam Specification document. It gives lot of information about the exam and topics that you need to study. Make sure you are at least familiar with all those topics.
• Look for other practice exams, reference material and possibly PgMP® Preparation courses. 
• Don't be afraid to practice the same question because there is a lot to be got from understand why you may be getting questions wrong
• Contact admin@turlon.com for a free sample of PgMP® questions
8. Go do the exam and be a success

Turlon & Associates will be hosting PgMP Exam Preparation Courses for those wishing to take the PgMP® Exam 

The Power of Relationship Building – To do or Not to do

Project management is a powerful tool and a powerful discipline but is it powerful enough to achieve the perfect relationship. To achieve anything we have to work closely with others to build a pathway for success. Creating success is about continually maintaining our relationships and this is not just having a list of people in your phone list or contacts file nor a meeting roster to follow … simply put, relationship building is about forgetting the world of technology and focus on the people themselves

You may have some doubts about the level of investment in developing personal relationships, but genuine contact with people can help make your career, project or business a success. Some of us may say … surely the technology, the tools, the disciplines we invest in will develop and manage the relationship … to a certain extent this is true, but will it foster and cultivate the relationships we have? Personally, I am not too sure but here are some tips to cultivate those relationships: -

1. Sharing advice. If you’re feeling lost or confused, turn to the people around you with experience or expertise in an area can give you a few pointers. Do be afraid to ask for help or reach out irrespective of the level of seniority
2. Investing and lending opportunities. You may find that it’s almost impossible to get ahead in a particular area. However, if you have built great rapport with others, they may help lend you the advice you need. In turn don’t be afraid to reach out to those you think that may need the same help
3. Your relationships create new relationships. If you work closely with someone who you’ve impressed, you may get introduced to someone else who will play an important and influential role in your life. Likewise, do the same in return, introduce people and make connection
4. Business / project relationships can turn into good friendships. Whether at work or outside work, days are better when you’re interacting with people who you enjoy spending time with. Sometimes you will just need a buddy to go share a drink with after a hard day or blow off some steam. Why not approach each and every person, including your colleagues, as potential long-term friends?
5. Listen to those around you. It is not always what you say that is worthwhile, sometimes it is ability to listen to a person and not cast a judgement. Take the time to acknowledge that the person requires some space and time to blow off a bit of steam. 

It is often said that relationship building cannot be taught and some people are naturals and some people need to work on it. Irrespective, the more time spent doing it, the bigger the dividend.