“Of all the things I’ve done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.”
Walt Disney (December 5, 1901 – December 15, 1966), American business entrepreneur, animator, producer, director, screenwriter, and philanthropist.
As a Director of Program Management, my teams and I were under intense pressure to maintain timelines. Visibility of the projects was high with weekly (and sometimes daily) Executive-level reviews. On occasion, one of my peers or their staff members, who were presenting project status to the Executives, would share news of a significant late-breaking problem, and then make the mistake of pausing with a “deer in the headlights” stare. Immediately, they were swamped with “help” from the V.P.s that only added more work and misdirection to their already troublesome predicament.
The takeaway from the experience stated above is that Program/Project Managers (P.M.) should be ever vigilant in “managing up” (with their boss and executives). But it doesn’t stop there. An effective P.M. must also manage “outward” (with their customers), “sideways” (with the managers of their team members), and “down” (with their team members).
Here are some battle-tested tactics I acquired during my years as a P.M. that can help you avoid program delays, disruptions and unwanted surprises:
MANAGING UP
There are two aspects to Managing Up: 1) Your boss, and 2) The Executives who are keenly interested in the success of the program. You’ll want to establish and maintain your boss’ confidence in you. Doing so helps limit concerns over your plans, and enables your boss to readily ‘stand up for you’ if you’re challenged by outside groups. Critically important is to establish credibility with the Executives. Actively managing my frequent program review meetings with the senior management of my division was essential to keeping my programs on track. Here are some keys.
MANAGING OUTWARD
Relationship building and active communication are essential, especially when timelines are tight, whether your customer (who receives your output) is external or internal to your company.
MANAGING SIDEWAYS
It’s typical that some or all of the members on a project team formally report to other departments and not directly to the P.M. Therefore, do not overlook the role of your team members’ managers or your relationships with them.
MANAGING DOWN
For a program to stay on track, it’s essential for each team member to clearly understand their role and the level of commitment required.
Lastly, celebrate the success of the completed program with all of your team members. Ensure their delight by being the one who pays the bill!