The execution of numerous interrelated projects They oversee the problem-solution space: verifying customer needs, gathering requirements, building a product vision and strategy, creating a roadmap, prioritizing features, and collecting user feedback. In contrast, product managers lead the product team. They are in charge of budgeting, scheduling, and resource allocation for the program as a whole. With that high-level perspective, program managers coordinate with stakeholders across teams to eliminate barriers, help them meet key milestones, and monitor progress continually. They are responsible for planning and ensuring that the delivery of the program’s output is aligned with the overarching business strategy. P rogram managers have an organizationwide view. What we learned can help program managers develop their professional relationships and create real, sustainable synergies with their product managers. This conflict resolution strategy alleviated tension and resulted in a more positive project environment, as well as a smooth program delivery. This is not an unusual experience.īy coming together to better understand each other’s roles and needs, we were able to develop a new model for communication by identifying three central points where the relationship between program managers and product managers can go awry if not handled with care and a little foresight. After kicking off the program, the product manager and I quickly ran into challenges, clashing over decisions made when each of us felt our views or priorities had not been considered. One of my program management roles was for a company embarking on an enhancement of its legacy cybersecurity system. But in practice, separate and competing approaches often create tension between product and program managers, which can impact products, teams, and even the bottom line. Together, these roles ensure that software delivery conforms to rigorous technical standards that support organizational strategy. This is especially true for two key stakeholders: the product manager and the program manager. With big budgets, tight deadlines, and many moving parts, projects are ripe environments for conflict. Fostering collaborative relationships from the outset of project work is vital but sometimes difficult.
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