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Eying a C-Suite Role?
Break Into Program Management
Becky Flint
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/
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
Program Manager
PMO Manager
Director/ VP PMO
Principal Program Manager
Project Manager/ Scrum Master
Chief of Staff to CXO
Scrum backlogsEnd 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
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
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
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/
IterativeResponsive
Strategic Execution
ResourcesTime
Outcome
Program Management Drives Outcome - Like in All Leadership Roles
ROI$$
MoAR
Metrics on Available Resources
Agile Program Management: SAFe, Scrum @Scale, Double Diamond
Program Iteration
Align + Allocate
Team Iteration
Build + Learn
EPICs ⇒ Tasks
Learning + Feedback
Goals ⇒ EPICs
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
Member Question 1 How do you handle competing demands from other teams?
1. Build a prioritization frameworka. Intake b. Cadencec. 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 roadmapa. Impactb. Effortc. Resourcesd. Dependenciese. Deadlinef. Time in market
Product ManagementCEO of the Product
External Focused
Vision + Strategy
CustomersMarketsImpacts
Program ManagementCOO of the Business
Internal Focused
Strategic Execution
Initiatives People
Processes
Member Question 2
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
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
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
Takeaways
The art of program management is to achieve/ optimize outcome through and with team
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!
Appendix
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
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 DeliveryEvaluate & Prioritize Themes
Define objectives & key metrics (OKR)
PMO establishes & leads the process
PMO establishes & facilitates the process
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