Tips to evolve as an efficient program manager

Tips to evolve as an efficient program manager

Program managers work in a high pressure environment where they have to constantly veer their team according to changing market dynamics. Ravi Sahi, regional director, Client Solutions – Asia, ESI International talked about four core areas that a program manager should focus on to become more efficient. 

Within an organisation, program managers are responsible for managing large, strategic service engagements that carry a high risk factor. They generally manage and coordinate multiple project initiatives within a single customer site and may also be responsible for managing other project managers.

The role of program manager is evolving so as to be challenging because he/she is expected to constantly align and realign the team’s initiatives with highly changing complex business environments. In a recent Techgig.com webinar, Ravi Sahi, regional director, Client Solutions – Asia, ESI International – providing training in project and program management— talked about four key areas that a program manager should focus on to become more efficient:

• Tie your business to the program: The program manager must be able to instinctively think about the consequences of implementing the program and link it with the benefits it can bring to the business at large. He/she should be a great story teller who can build a compelling business case around the program being worked upon, on who are the final target customers for the particular program and what kind of ROI this brings to the business.

To do this effectively a program manager also needs to be fluent with analysing and communicating financial information so that he/she can take budget-based decisions efficiently.

• Identify team players:  Be an observer of your team’s work. Analyse the team issues and work towards resolving them at the earliest, because team issues have a direct impact on employee productivity. Identify the team players and the non-players. Take timely actions to build a strong team of people who are driven and motivated towards the same goal. 

This is essential for a program manager so that he/she can confidently delegate and cascade job roles to the team members who are driven towards achieving the goal.

• Be a situational thinker: The program manager needs to be a situation thinker who has inside-out radar that allows him/her to predict the impact a project can make on the business in today, next week, next month and the coming years in terms of the organisation’s goal.  

He/she needs to be able to think from within the current business situation and find solutions to program-related issues and also generate innovative ideas to tap rising business opportunities.

• Plan stakeholder management: As a program manager, one has to manage different stakeholders who have a say in the program. The challenge for the program manager is stakeholder management, where every singly stakeholder – who is an influencer – has a different communication style.

To get efficient at stakeholder management, a program manager needs to create and maintain a map of people who are influencers and are either really interested in your program or almost against you in the program.

Try to understand each of the stakeholders involved, their style of communication and the way they perceive the communications target them. Once this is done, build a communication strategy which is best suited to each stakeholder. This would ensure that there is a smooth communication between the program manager and the stakeholders, resulting in a conflict-free collaborative decision making.

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