Value of Technical Program Management vs. Program Management without Technical Understanding

 

By: Vibha Tripathi

I presented at the PMI’s Virtual Experience Series 2023: 15 June. This was a great event with featured speakers, exhibits and networking activities.

My presentation, “Value of Technical Program Management vs. Program Management without Technical Understanding” focused on:

• Evolution of program/project management discipline as the industry landscape evolved with digital revolution and advanced and disruptive technologies changing the landscape in which program and projects are delivered.
• Leveraging the tools, technologies and paradigm from this advancement as well as evolving the mindset to effectively deliver in the changed landscape. 
• This evolution brought fore the effectiveness of the role that lies in problem solving which is a core value proposition of the role. 

During my presentation, I received a lot of great questions that we didn’t get a chance to cover, and my responses are below.

1. Is it better to have a specialist to keep an eye on the changing regulations rather than trying to stay on top of it as a PM?
   • That is correct having an expert to keep an eye on changes helps although if the answer for this is simple there is no need or no intrinsic value of PM/Pgm role, even an intern or executive assistant can organize meetings between various experts. Ability to find an appropriate expert and educating them about the program so they can suggest and/or keep any eye on certain markers which many impact the objective will differentiate between effective and ineffective PM. Even though it is never an exact science. Stating simplistically expert for compliance and regulatory landscape is the problem executives have with program and project managers. It shows lack of understanding- e.g.  what regulations you are talking about, for which region, for which regulations, what possible changes will impact objectives. Ideally it is the legal expertise needed but there have been many different branches of experts that have emerged depending on privacy, security, regulatory etc. compliance who work with legal experts. 
2. Many Program Managers emerge from a technical role and are technical leads at the same time. How do we differentiate the difference between program management and the tech design implementation or execution roles etc. including the product design or user experience you are sharing and how do we explain these existing company dynamics through our framework?
   • Being a technical lead and program manager is two different roles. Sometimes I play both the roles, in that case I clearly state – I am putting a hat of SME or hat of program manager. It goes back to my statement, the key aspect of program manager role is problem solving. It does not mean doing someone else’s role. To begin with program manager ascertains the various roles of the program, leads, SMEs, steering leaders, sponsors etc. , which in itself is a task which requires understanding of program and then later to create a framework where these roles plan out delivery and their roles in it (with you helping by keeping objectives as the focal point for mapping out delivery), which at times changes the need of the role or identifies new roles needed, which then you work with leaders to fill. Important point to understand is each lead has accountability and responsibility to deliver and program managers create /enable an environment framework where those leads can come to raise concerns and issues for delivery. Based on your knowledge of overall program and roles, you either show them the next steps or person who can help or assess that there is a gap which just got uncovered and bring forth right people who can help solve it. An analogy which actually happened recently in one of my programs is a good example to perceive this role. The way I planned the program, all teams will finish the work but will release it together on the go -live day. I worked with them to create release sequence and identified who will do it and then on the day called each of them out to press their ”Go” button.  One of my executive sponsors drew the parallel to NASA mission director – who calls out different teams if they are ready– navigation and communications, payload, program autonomy, flight dynamics, satellite control, propulsion control, telemetry command etc.  It is important to know the difference between enabling the role to do their job or doing their job and this is not easy part to learn, most of the leaders in program management fail in this task and become the example of why either leaders or their roles are more of a liability.
3. What is the role of the BA or Solution Architect if the PgM leads the technical arm?
   • Business Analyst, Solution Architect and any other role has specific delivery items which is decided in collaboration with them by the program manager. And, then work in collaboration with them for the effective delivery. Key part is that role definition is clear including responsibility of delivery but also important to know that a particular role should not collaborate or consult with other roles for their delivery. That is what the environment program manager needs to create along with steering leaders and sponsors so that the role definition is clear. Teams do not deliver in a silo, they work in a collaborative culture so specific delivery works towards overall objective and not on their own track.
4. What is the best way for a PM without a technical background to acquire better technical understanding?
   • Asking questions and developing logical ability to connect the dots along with empowering teams to ask questions, vent, discuss anything they need with you even if not relevant. Basic principles remain the same – you do not need to know the inner workings on a judiciary or legislative systems to know if a policy is conducive or not. So, how do you know which candidate to vote for? how do you learn about their political agenda and impact of their policies? – By participating in relevant conversations, reading relevant materials and most of all asking questions.
5. What level of technical knowledge is required for a technical program manager to be successful?
   • Mostly ability to use the knowledge that is needed more than technical knowledge itself. Point is what do you need to solve a problem to reach an objective and continuously learning from people and material as you take logical step to solve the problem. E.g. The company you work for do you know what product they create? Do you know what engineering methods they use for the product? Are there better engineering practices out there for these products to have better turnaround time, scalability, security etc.? What technology they use, and the methods and technology used have some non value added element?

In conclusion, I had a great time presenting, and the full presentation will be on demand through 31 January 2024. Visit PMI‘s Virtual Experience Series 2023: 15 June for more details.