Galen Low is joined at Gemini by Sarah Hoban (Lead Program Manager), to discuss the role of the program manger in creating a framework to support people-centric change and how organizations can support this role to achieve healthy, sustainable growth.
Interview Highlights
It’s a great job to work in a large consulting firm. Sarah began her career in program management there. When she was at the consultancy, she managed projects. Some cost a few thousand dollars, while others cost a couple million. [2:54]
The role of project manager in the tech sector can be referred to as program management. It’s a generic term that can be used interchangeably. [5:52]
A program is a larger portfolio or group of related project. It is important to think about it as a ‘how does this project or group impact the larger business?’ [6.06].
It’s great having a vision and strategy, but if there’s no way to implement it, you don’t have the people or the money. You don’t know what to do first. Then you end up doing everything at once, then it’s abandoned. [9:15]
It’s being able to articulate and further that vision.
Sarah Hoban Everyone hates making decisions, and no one is good at making them. Decision fatigue is real. It creates the conditions that allow people to make these decisions. Sometimes it’s asking the right questions. Other times, it’s showing the trade-offs between one path and another. Then holding people accountable to those decisions and to stay with them. Prioritization is a natural result of this. [11:45]
You will have to make trade-offs if you want excel in one area but have a broad vision. Focus is key to success. [12:28]
Building trust with your stakeholders is a key component of your success.
Sarah Hoban Gather a lot of information and start to build relationships with stakeholders. Establish those relationships, identify the plan, what the quick wins are, and get their support. It’s then a balance between top-down and bottom-up. [16:13]
Every organization has a problem because they want to be there. It should be expanding. No matter how big or small, they should be constantly evolving their strategy and approach. They need to think about tomorrow’s customers because if they aren’t, they won’t be there tomorrow. [20:31]
It’s worth investing in your talent where there are experts to do it. This will help you to get people focused on the work they’re best suited for. [26:55]
Our job is to help people make their lives easier.
Sarah Hoban Even though it’s not written down, discuss what you’re supposed to do. Next, have a conversation with your leaders, your teams, and your stakeholders. Then, take the next step and think big picture. You have the insight, the meetings are happening, you can see everything, you have all the context you need. Go for it. [28:22]
Sarah came into the environment of data management a few years back and had this vision of how they wanted to create an analytics platform. [30:35]
Sarah discusses the pitfalls and areas of caution she would use to be more cautious when structuring programs for growth. [38:52]
Your insights should be based on real-world observations.
Sarah Hoban Leaders may sometimes express their opinions based on little data. The data could be qualitative, quantitative, or both. But let’s not do anything.
