Start Program Management with Due Diligence for Adequate Governance

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

If you are a new program manager, you may know to look for and follow program management processes used in the organization in which you work. You will be able to refine benefits realization, confirm resources and monitor health of the subordinate projects.

There is an area, though, that is critical to your success but is somewhat out of your control: program governance. Inadequacies in program governance can keep throwing obstacles at you that are hard to understand or response to, so it is best that you find inadequacies and respond early.

Suppose you are a new program manager on contract or a recently promoted project manager, managing a program for the first time in the organization. You use your experience and practices and processes approved by the organization. But as you work, your program gets hit from one side with constant resource conflicts, another side with approval delays.

When you try to get past checkpoints, some stakeholders/approvers question or reject whether they should be an approver. Others say that the work does not conform to that expected in the current business strategy. Still other stakeholders are not cooperating, and you cannot determine the reason. What is going on? Why aren’t your efforts successful?

It might not be your skills after all. It could be inadequacies in program governance. How can that happen? It could be that the …

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"I only hope that we never lose sight of one thing - that it was all started by a mouse."

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