Skip to main content

Daily activities of a program manager

 

Daily activities of a program manager

Planning

Program managers plan and develop the inter related project idea. They also plan for change and risks across all projects part of the program

Budgeting

Program managers set budgets, scopes schedule and get approval from stakeholders, develop and control deadlines, budgets, and activities.

Communication

Program managers facilitate communication among a program's cross-functional team. They also manage stakeholder communications and reporting.

Strategic guidance

Program managers provide strategic guidance to the company's project managers and team have the visibility on the program vision and goal . They also collaborate with portfolio managers to make sure that their program plan aligns with their organization's program.

Risk management

Program managers apply Risk management process of identifying, assessing and controlling financial, legal, strategic, security and other risks of the program.

He work with project managers on mitigating the risk.

Quality control

Program managers are responsible for quality control like Velocity, Scope creep, Review efficiency, Defect Leakage, Resource Utilization (Load Factor), Planned vs Actual Deliverables, Revenue.

Stakeholder communications

Program managers manage stakeholder communications and reporting like Daily meeting with Project Managers, Weekly connect with Team and client, Program status report to Portfolio Manager.

Project delegation

Program managers give detailed attention to program strategy, project delegation, and program implementation.

He/ She delegate project deliverables to Project managers and monitor from bird eye view.

Other daily activities of a program manager include:

  • Team building
  • Assigning and monitoring work
  • Making schedules
  • Strategizing workflows
  • Defining KPIs for evaluating progress and success 
  • Managing communication with all stockholders

  




Comments

Post a Comment

Popular posts from this blog

Scaled Agile Framework (SAFe)

The Scaled Agile Framework (SAFe) is a set of organizational and workflow patterns for implementing agile practices at an enterprise scale. The framework is a body of knowledge that includes structured guidance on roles and responsibilities, how to plan and manage the work, and values to uphold. Scrum is a simple, flexible approach to adopting Agile that's great for small teams. SAFe is an enterprise-wide Agile framework designed to help bring Agile beyond the team and into the company as a whole. Scaled Agile has built a comprehensive level that includes all the four layers called the team, program, large solutions, and portfolio level. 4 Layers: Portfolio - Strategy, Vision, Roadmap, Strategy goal, Decision making, Budget, Portfolio level metrics,  Program - Align multiple teams towards a common mission, Bring together all the Agile teams, transparency, collaboration, and synchronisation, Scrum of Scrums, Product Owners to define the overall vision. Large Solutions - ar...
Post a Comment
Read more

Voice of the Customer (VoC) vs Voice of the Business (VoB)

  Tthe differences and strategic importance of Voice of Business (VoB) and Voice of Customer (VoC) in Lean Six Sigma: Voice of Business vs Voice of Customer: Aligning Strategy with Value In the world of Lean Six Sigma , success hinges on understanding and balancing two critical perspectives: the Voice of the Customer (VoC) and the Voice of the Business (VoB) . While both are essential for driving sustainable growth and operational excellence, they represent distinct priorities that must be harmonized for optimal results. 🔊 Voice of the Customer (VoC) Definition : VoC refers to the needs, expectations, preferences, and feedback of the customer—whether internal or external. Focus Areas : Product/service quality Delivery timelines Customer experience Responsiveness and support Methods of Capturing VoC : Surveys and interviews Focus groups Customer complaints and feedback Net Promoter Score (NPS) Goal : To ensure that processes and outputs are aligned with what the customer truly ...
Post a Comment
Read more

Certified Enterprise Architect Professional (CEAP) - Module 4 - Architecture Precursors

 Architecture Precursors: Precursors to modern Enterprise Architecture (EA) include early frameworks like IBM's Business Systems Planning (BSP), which focused on aligning business strategy with information systems, as well as other Information Systems (IS) architecture methodologies that emerged in the 1970s and 80s, emphasizing the connection between business processes and IT systems, laying the groundwork for the holistic view of an organization that EA represents today; the "Master Plan for Information Systems" by Evans and Hague is also considered a foundational concept in this area. Drivers: internal / external pressure enforce to change the system Aims & Directives: Aims:  Goals Objectives Requirements Directives: Principles (example: Principles can be associated with business, data, applications, infrastructure, or security) Policies (example: Members of the public have minimal access to data) Business Rules (example: A rule directs and restricts a procedure)
Post a Comment
Read more