Break into program management
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The document discusses the significance of program management in enabling effective strategy execution and achieving organizational outcomes, highlighting the evolving role of program managers in tech startups. It emphasizes the importance of prioritization frameworks, automation, and strategic alignment in managing competing demands and leads to actionable takeaways for aspiring program managers. Overall, it showcases the demand for program management skills across various leadership roles in dynamic environments.
Break into program management
- 1. Eying a C-Suite Role? Break Into Program Management Becky Flint
- 2. Program Manager Group Dedicated to the growth and support of program managers (and their friends) Dragonboat Complete roadmap execution platform enables teams to work smarter and achieve results faster becky@dragonboat.io dragonboat.io/
- 3. My Journey CEO co-founder VP Product Programs VP Biz Ops, VP TPM Head of PMO Head of PMO Group Product Manager Program Manager Project Manager Product Consultant Startup TPM MBA Finance LinkedIn/in/BeckyFlint
- 4. Program Manager PMO Manager Director/ VP PMO Principal Program Manager Project Manager/ Scrum Master Chief of Staff to CXO Scrum backlogs End to end projects (from idea to go to market) Roadmaps for Product Line/ Business Units + People & Local Process Portfolio of product lines/ portfolio + company-wide processes Programs & Roadmap for a Product Area Large programs COO /CPO/ CTO/CIO/ CEO The Leadership Pipeline for Project Program Management
- 5. Portfolio Program Project How do you lead Portfolio, Program and Projects? Who Horizon Activities Units VP/ Dir PgM 6-12 month (quarterly check-in) Set /align Strategy Months & team Sr. PgM 2-6 month (bi/ weekly check-in) Roadmap execution Weeks & team Product owner Scrum Master Project Manager 1-2 Sprints (daily standup) Tasks Days or points & individuals
- 6. What Does Program Manager deliver? - Connect Strategy and Execution for Outcome Top down Bottoms up Cross functional Product features People/teams Cross functional activities Deliver Projects Achieve Program Goals Portfolio Allocation for Outcome Visibility Alignment Outcome
- 7. What do (some) others think Program Manager do? Director of Product from a prominent Product Blog https://productsthatcount.com/resources/blog/brilliant-product-director-on-demystifying-product-management/
- 8. Iterative Responsive Strategic Execution ResourcesTime Outcome Program Management Drives Outcome - Like in All Leadership Roles ROI $ $ MoAR Metrics on Available Resources
- 9. Agile Program Management: SAFe, Scrum @Scale, Double Diamond Roadmap Iteration Quarterly & EPICs Team Iteration Sprints & Stories EPICs ⇒ Stories Learning + Feedback Dragonboat Jira
- 10. Where should Program Manager spend her time and brain power? Automate Simplify Goal and Strategy focused Horizon and unit appropriate Allocation Problem solving Measurable Learning & Insights Visibility Alignment Outcome
- 11. Member Question 1 How do you handle competing demands from other teams? 1. Build a prioritization framework a. Intake b. Cadence c. Define Roles and responsibilities d. Use the right measure: MoAR - metric on available resources (vs. ROI - return on investment) e. Prioritization is not linear, it’s about allocation (portfolio of product, portfolio of goals) 2. Be the Expert on the Six elements of a good execution roadmap a. Impact b. Effort c. Resources d. Dependencies e. Deadline f. Time in market
- 12. Product Management CEO of the Product External Focused Vision + Strategy Customers Markets Impacts Program Management COO of the Business Internal Focused Strategic Execution Initiatives People Processes Member Question 2
- 13. Program Manager PMO Manager Director/ VP PMO COO /CPO / CTO /CIO / CEO Principal Program Manager Project Manager/ Scrum Master Sr. Product Manager Product Manager or Product Owner VP Product Manager Chief of Staff to CXO Group / Dir. Product Manager Program Management and Adjacent Career Path Other adjacencies: Business operations, Marketing operations, Sales operation
- 14. Product led growth Rise of technology startups Ever faster Speed of Change More Distributed Teams More Temporary/ On demand Teams Confused Agile and Silo’s Outdated $ driven practice of Portfolio Management (PPM) The Opportunity and Demand For Program Management The number of technology based startups surged 47% in the last decade
- 15. It’s not what you do, it’s how you do it…. Automate busy work such as status reports Focus on strategic impact - align for outcome Focus on strategic effort: Create alignment for outcome
- 16. Takeaways The art of program management is to achieve/ optimize outcome through and with teams Every leadership role needs program management skills Visibility + Alignment ⇒ Outcome (More than what you do, how you do it matters!) You are in Demand! Take advantage of it!
- 17. Appendix
- 18. Product Team 1 Product Team 2 Product Team 3 Product Team 4 Program 2 Program Management - X Shaped Connector Marketing Customer Success Legal HR Program 3 FinanceSales Program 1 T shaped: Specialist capable working with cross functional teams X shaped: Generalist working with cross functional teams & multiple functional teams
- 19. From Program Management to C-suite Lead the Complete Strategic Planning and Execution Process Strategy KPI Portfolio Roadmap Portfolio Progress internal/ external inputs Issue mgmt & communication Roadmap Delivery Evaluate & Prioritize Themes Define objectives & key metrics (OKR) PMO establishes & leads the process PMO establishes & facilitates the process