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What are the most important tips you would sugger to a PgMgr who is taking a trouble running Program, where to start and tools to be used?
Network:14



Tools and techniques recommended.
Templates.
Topics to focus on in order to avoid get lost on Projects and Program.
How to gain authority within the project team who is not aware PgMgr is taking control of the Program
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Network:69



Potentially a very big topic with no obvious silver bullets.

How big of a program and what are the current troubles?

Consider some of the following applied interatively until there's a clear path:

1. Identify and deliver near-term milestones/deliverables
2. Identify and focus on most vocal or political stakeholders
3. Identify and resolve troubles that affect team performance
4. Develop a delivery plan that you can meet
5. Communicate, communicate, communicate
...
1 reply by Mario Cadena Briones
Feb 12, 2019 12:40 PM
Mario Cadena Briones
...
Thank you for your feedbackRobert, please find below some comments:

How big of a program and what are the current troubles? : Is a program where 2 software and hardware platforms in 2 different contries are required, the current troubles are basically delays on delivery and politic problems inside the customer organization, other important aspect is that the lack of knowledge makes it hard to estimate and manage as the project team (developers and infrastructure providers) are distributed in several countries.

1. Identify and deliver near-term milestones/deliverables : Done.
2. Identify and focus on most vocal or political stakeholders : Lack of interest and refusing to hold meetings, they delegate to lower levels.
3. Identify and resolve troubles that affect team performance : Done.
4. Develop a delivery plan that you can meet : It depends on several technical aspects which are not easy to manage as the lack of knowledge.
5. Communicate, communicate, communicate : In progress

Thank you

Best regards
Mario Cadena PMP
Network:1851



1. get initial request and empowerment from sponsor to talk to everybody immediately
2. read the orgchart to understand who is involved and reports to whom (idea about power structures)
3. have 1:1 interviews 1 hour with all key stakeholders, make sure to tell them this is confidential, identify what they think the issues are, and what they think key contributors are, key trouble makers
4. then you should know what the key issues of the program are, what the personal conflicts are, where communication problems lie
5. develop a turn-around plan incl. risk contingencies to be executed in less than 3 months
6. present this to the sponsor (without names) - if he/she asks you to do the turn-around ask for unlimited powers for the 3 months
...
1 reply by Mario Cadena Briones
Feb 12, 2019 12:53 PM
Mario Cadena Briones
...
Thank you for feedback Thomas, please find below some comments on your contribution:

1. get initial request and empowerment from sponsor to talk to everybody immediately : Done.
2. read the orgchart to understand who is involved and reports to whom (idea about power structures) : this information is not available, not clear inside the team who are involved and no escalation matrix is available.
3. have 1:1 interviews 1 hour with all key stakeholders, make sure to tell them this is confidential, identify what they think the issues are, and what they think key contributors are, key trouble makers : Done, seems like they are blaming each other and no one is interested in come over the issues or they don´t want to accept any responsability for delays, so far.
4. then you should know what the key issues of the program are, what the personal conflicts are, where communication problems lie : most of them yes, basically delyas but for now on, there are interdependencies from customer which are causing delays, is hard to understand the project context as technical complexity is huge.
5. develop a turn-around plan incl. risk contingencies to be executed in less than 3 months : working on it, but I need to deal with technical complexity, it is hard to understand the solution offered in order to identify risks.
6. present this to the sponsor (without names) - if he/she asks you to do the turn-around ask for unlimited powers for the 3 months : Great idea.

Thank you

Best regards
Mario Cadena PMP
Network:14



Feb 06, 2019 2:29 PM
Replying to Robert Neil Wood
...
Potentially a very big topic with no obvious silver bullets.

How big of a program and what are the current troubles?

Consider some of the following applied interatively until there's a clear path:

1. Identify and deliver near-term milestones/deliverables
2. Identify and focus on most vocal or political stakeholders
3. Identify and resolve troubles that affect team performance
4. Develop a delivery plan that you can meet
5. Communicate, communicate, communicate
Thank you for your feedbackRobert, please find below some comments:

How big of a program and what are the current troubles? : Is a program where 2 software and hardware platforms in 2 different contries are required, the current troubles are basically delays on delivery and politic problems inside the customer organization, other important aspect is that the lack of knowledge makes it hard to estimate and manage as the project team (developers and infrastructure providers) are distributed in several countries.

1. Identify and deliver near-term milestones/deliverables : Done.
2. Identify and focus on most vocal or political stakeholders : Lack of interest and refusing to hold meetings, they delegate to lower levels.
3. Identify and resolve troubles that affect team performance : Done.
4. Develop a delivery plan that you can meet : It depends on several technical aspects which are not easy to manage as the lack of knowledge.
5. Communicate, communicate, communicate : In progress

Thank you

Best regards
Mario Cadena PMP
Network:14



Feb 06, 2019 4:19 PM
Replying to Thomas Walenta
...
1. get initial request and empowerment from sponsor to talk to everybody immediately
2. read the orgchart to understand who is involved and reports to whom (idea about power structures)
3. have 1:1 interviews 1 hour with all key stakeholders, make sure to tell them this is confidential, identify what they think the issues are, and what they think key contributors are, key trouble makers
4. then you should know what the key issues of the program are, what the personal conflicts are, where communication problems lie
5. develop a turn-around plan incl. risk contingencies to be executed in less than 3 months
6. present this to the sponsor (without names) - if he/she asks you to do the turn-around ask for unlimited powers for the 3 months
Thank you for feedback Thomas, please find below some comments on your contribution:

1. get initial request and empowerment from sponsor to talk to everybody immediately : Done.
2. read the orgchart to understand who is involved and reports to whom (idea about power structures) : this information is not available, not clear inside the team who are involved and no escalation matrix is available.
3. have 1:1 interviews 1 hour with all key stakeholders, make sure to tell them this is confidential, identify what they think the issues are, and what they think key contributors are, key trouble makers : Done, seems like they are blaming each other and no one is interested in come over the issues or they don´t want to accept any responsability for delays, so far.
4. then you should know what the key issues of the program are, what the personal conflicts are, where communication problems lie : most of them yes, basically delyas but for now on, there are interdependencies from customer which are causing delays, is hard to understand the project context as technical complexity is huge.
5. develop a turn-around plan incl. risk contingencies to be executed in less than 3 months : working on it, but I need to deal with technical complexity, it is hard to understand the solution offered in order to identify risks.
6. present this to the sponsor (without names) - if he/she asks you to do the turn-around ask for unlimited powers for the 3 months : Great idea.

Thank you

Best regards
Mario Cadena PMP
Network:69



Do you have the right SMEs on the project to be responsible for the technical complexity?

Can you elevate the visibility of the project? Higher-level oversight can make a big difference.

Can you bring the stakeholders together physically or at least virtually to discuss the problems to-date and to find a way forward?

Have others in your org dealt with this type of problem/scenario? If yes, what did they do or try?

Rob

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