Project Manager to Department Manager

and admittedly that position is a bit higher than I have attained... I would look at it this way:

1. Budgeting is easy for IT people. It's heavy on math and analysis. That part of budgeting scales up and down readily. If you've managed a project budget, you can probably imagine pretty accurately what it's like to manage a departmental budget.

What you haven't been exposed to is the political aspect of departmental budgeting. Convincing your boss or your end users that your needs are more important than his lapdog's pet project, which has a 98 percent chance of failure. Getting your subordinates to be realistic about what they need and then figuring out how much to pad it.

If you know some people who have that type of responsibility, ask them about that aspect of it. If not, track down some anecdotes on the web.

At the very least, do some creative visualization and develop some ideas about how you would handle such a job. The kinds of questions you ask in the interview will tell your prospective boss whether you can learn it quickly and then do an outstanding job of it.

2. On the other hand, supervision of direct reports is something that tends to be difficult for most IT people. Even the ones who already have those jobs... I'd suggest asking yourself whether you've noticed that; it will tell you a lot about your own aptitude.

As your hypothetical hiring manager, that is where I would concentrate my scrutiny because almost everything else is either obvious or something I can mentor. IT is still a profession that naturally attracts the socially impaired because they love the opportunity to work with silicon instead of carbon. A few "people people" do manage to get in the door of course, a few more develop their people skills as a natural part of the (often delayed) growing up process, and many others simply recognize the need for the ability and do something about it even if it's not something they're naturally enthusiastic about.

That still leaves about 9 out of 10 IT professionals woefully deficient in the talent, aptitude, temperament, and/or interest needed to be effective hands-on managers.

The big question then becomes very simple: Are you the One or are you just one of the Nine? If you have what it takes and just haven't had the right experience to use it, I'll hire you anyway. If you don't have it, nothing else matters and I won't hire you, at least not for this job.

You can't fake people skills, they come across loud and clear in an interview. But what you do have to decide, and I'm not sure you've thought about this, is whether you really want to do that kind of work. It's difficult, it's draining, and getting to know people from this new point of view can change the way you feel about your fellow humans.

You absolutely can't be an introvert, because introverts need to escape from people to recharge their energy and that's the one thing you'll never be able to get away with. You have to have good communication skills, an even temper, a built-in lie detector, and teaching ability. You have to be able to get along with the people HR puts on your team knowing they're not very good but for political reasons they're not going anywhere.

3. Then of course is the big question of whether or not your boss has good people skills. If she doesn't, then she won't be a good judge of yours. This can work to your advantage if yours are simply not as weak as hers, since you might be able to impress her. But think about what that will mean on the job before you take it. I've been there a couple of times, sandwiched between subordinates who are hard to deal with and a boss who couldn't understand why.

4. It will help greatly if you can interview a couple of the people who will be reporting to you. That will tell you a lot about the company's HR practices, and the people themselves will give you data that will help you decide whether you want the job.

5. The bottom line in a situation like this is: Just because they want you for the job doesn't mean that you want the job. Make your decision carefully. This is a very difficult profession in which to be a manager.

Good luck!

I made the same transition 6 years ago.

1) Direct reports. What you have to manage is all the HR type stuff - evaluations, hiring, firing, timekeeping etc. If you enjoyed your staff interactions as a project manager, this won't be so tough.

2) Departmental budgets. I had one for 2.5 million dollars (Canadian, now about 2 million USD). 90% was labour, so the amount of capital planning wasn't that big, and capital planning was a joint effort between the department managers, the planning group and senior IT management. Wasn't too painful. Today I am a departmental manager with a budget of zero. Someone two levels above me has a budget, and I have to fight for what I need.

There are plusses and minuses, but frankly if you are a good project manager, you will do fine as a departmental manager.

James

I've been a PM, a program manager, a PMO, I've had matrixed teams and direct reports. Your scope of patience, paperwork, and politics sums up the differences.

The determining factor could be your confidence in whether you think you are ready or not. If you dont think you are, then you aren't. If you have to ask, you're not ready. But I firmly believe that if you aren't a little uncomfortable all the time then you are not challenged and growing, and are therefore stagnant and declining. A little fear about your next step is just right.

I agree with the James' post. Y

To your points, a project budget CAN be more difficult than a department. If you actually managed the budget, which many PM's do not, then you are well qualified and will be surprised how similar it is. Often projects have an approved budget and off you go. With departments, you have to fight for yours every year and justify the need. This is where you will use your "influencing" skills, but you may have had to do that with your projects already so again, you may be well qualified. A budget is budget. If you are faithful with a small one, you have the skills for a larger one.

Reports - the benefit of a matrix is if someone doesnt perform you have their manager to go to for assistance. Not to trivialize it, but if you have kids and you are involved in their development, you have most of the necessary skills for direct reports: get to know them, care about them and their career path, gently correct them when they mess up a little, appropriate punishment when they mess up severely, document when necessary, reward as often as possible, encourage, be available to talk to those personalities who need an ear. Recall what you liked and didn't like about your management, make a list, strive to learn from the examples.

Firing is hard and will affect you. Remind them and yourself that it is not a reflection of your opinion but a business decision (if that is the case). If you need to further boost your confidence in capability to manage, find a couple good books and read them and remember that books are the model we aspire to, not the practice we achieve day-to-day. When you fail, admit it, ask forgiveness, and move on. Your team will respect your integrity.

This is a different flavor from other posts, but I hope it helps.

Moving into an ongoing leadership role is about people. How well you work with your peers, clients, and staff will determine your effectiveness in a managerial role. Project management may prepare you for this role depending on what type of project manager you are. The people skills are key because you will be working with the same people over and over again. Each time you work with them they are making a judgement about how they will work with and for you in the future depending on how you treat them.

Sometimes a project manager is asked to achieve a goal without worrying about how it affects the people involved. The only important thing is the deliverable. That is in most cases a somewhat extreme and simplistic view. However, I use it to illustrate a trap that many project managers fall somewhat or totally into. Because you may not have to work with the project team again it does not matter as much if they would be willing to work with you again. What matters more is delivering the project. For this reason outside project managers are sometimes brought in because the can push harder and be totally focused on the project. They know at the start that burned bridges with staff will not hurt them as much as someone internal, as they will move onto a job at another company when the project is finished. It you employ this type of management style in your projects then you may not be ready for management.

The best project managers work in a way that is focused on completing the project and building relationships. Taking time to build the relationships makes the project go smoother in most cases and also increases the odds of completing the project successfully. When things are clear-cut and the project is mainly straightforward tasks then the relationships may not be as important. If things start to go wrong or the project is more complex, then the relationships are what will help you keep the project team engaged and bring the project to a successful close. However, even the best project managers can wear out their welcome because they often have to push hard on people to get the project done. If you are a project manager that uses strong people skills to build commitment to the project team and to resolve issues along the way then you are building very relevant skills to management. The key to management is leadership, which is all about communicating a vision, and having strong relationships with people so they buy into your vision and help you to achieve it.

Someone can easily learn all of the administrative (note I did not say people skills) parts of management when they a strong process and numbers background.

In terms of scaling experience I view managing a single project to be like managing a work plan for a small unit. A middle manager often has responsibility for the equivalent to multiple projects. In this case each project is a task on a portfolio. At a senior level of management and/or CIO level then you will likely have responsibility for multiple portfolios in an IT shop including development, enhancements, help desk, infrastructure, etc.

IT planning is just like putting a project together. You talk with the business units; figure out what needs to be done, when it needs to be done, the resources required, and the associated budgets to go with it. Then you manage the plan like a project ensuring that everything tracks as per plan.

From experience I know that it can be difficult to learn the people side of managing projects in the same organization that employees you without burning bridges. This is common, as many new project managers know much more about building a timeline than working with people in a leadership role. So I won?t pass judgement on your desire to move to another company as it could be for any number of reasons including the one above.

Experienced managers know that good projects managers with both people and task skills often make good managers because both project manager and manager require a similar skill set. Give some careful thought to what type of project manager you are and then use that as a guide to whether you are ready for management.

All the best
Phil

As other posts have mentioned, the people skills of a successful PM are the hard part of leadership, the rest is administrivia that is easily learned. Give examples of getting performance out of your team members and of handling sub-par performance issues.

If you have managed large project budgets, give those examples to justify your departmental budgeting capabilities. Especially talk about any examples involving persuasion used to gain or protect those budgets.

However, don't forget one of the key capabilities of the PM--managing project issues from identification to resolution. These types of project tasks involve all of the critical skills of a department manager and are more important examples of your abilities than any others. One way I often think of this aspect of my job as a manager--find a barrier to getting a job done, prioritize it with other barriers, and bust them down in order. Barriers at the departmental level usually involve managing people, budgets, and individual or team performance. Prioritizing them demonstrates the critical understanding of business goals expected of a manager. I didn't invent the barrier busting analogy, but it has served me well over the years since I learned it.

Managing IT folks can be difficult. I agree with the many posts that suggest that a successful career managing projects in a matrix organization can be a successful transition to management. A recent (successful) candidate sold this to me by noting that people clamored to be on her projects because she got things done very effectively while treating people with respect. I was able to independently confirm this assertion. This shows leadership, which is just as important as the ability to manage.

No one has mentioned what is currently being called ?business-IT alignment?. What are your skills in understanding the strategy of the business units you ultimately serve as a manager? If you are going to manage project managers, you really become a portfolio manager of sorts. Getting the work done, staying on budget, and making your team happy and productive are only as useful as the solutions you produce. If you can also offer creative, thoughtful solutions you can stand out.

When I am hiring managers, I am looking for the basic skills you describe as minimum criteria. The future rock stars are those who also display leadership and business acumen. My goal is to advance IT as a strategic, not just tactical asset to the business. Prepare yourself to lead a team in achieving this goal and the sky is the limit.

Best wishes

REFERENCE: WHITE-PAPER---PROJECT/PRODUCT/ MANAGEMENT GUIDELINES
BY: D. BURKS
LAWRENCEVILLE, NJ
Don7661@yahoo.com
This document contains the views of the author and should not be considered as the views of any past employer?s organization. It provides an overall description of Program Management guidelines, Project Management roles and responsibilities, lays out the general sequence of activities in the program management cycle and introduces the concept of Delivery Management System (DMS).
I Introduction The Essence of Program Management.
II Programs as Key Mission statement Elements.
III Distinctions between Programs and Projects
IV. Roles and Responsibilities of Program Management and Project Management
V. Elements of a successful Program
VI. The Delivery Management System (DMS) - The Program Manager?s Survivor kit
VII. Typical Issues and workarounds.
I. Introduction - The Essence of Program Management

Managing any program is like running a business; perhaps similar to a division of a large corporation. The business is ongoing; it has no clearly definable point of completion or finish. The business needs to be developed, sustained and run effectively and efficiently. The purpose of any business is to meet stakeholders? needs. Everyone plays a role in the success of the business whether they are executive leaders, business or product managers, team leaders, team members or functional support providers. In any of these roles the individuals guide or help guide strategies and carry them out to achieve business results. Just like any business, it is important to have an explicit mission and a vision. To achieve the vision long-term and near-term goals and objectives need to be defined and pursued. The goals and objectives need to address the needs of customers and stakeholders. This needs to be supported by a strong IT infrastructure, which is capable of supporting the business goals and objectives.

Resources are needed to operate the business be it contractors or employees. Therefore, the technology tools, applications, services and products must offer real value to the stakeholders so that they will bring in revenue to continue business operations.

In the IT sector, this business is called a program. It is imperative that the program set goals and objectives and devise strategies. Resources are acquired through the budget process, the mechanism for funding in which the program competes for scarce resources, just like companies compete in the marketplace for the consumer?s dollar.

Winning large IT Outsourcing deals is necessary but not sufficient. Resources and relationships need to be put to the best possible use by obtaining the most beneficial mix of people and services to make the Program a success. This is usually done through Center of Excellence pools (COEs), recruitment of internal and external, strategically approved contracting agencies, and dialogue with government agencies to expedite travel and Visa related authorizations to demolish geographical boundaries for the program. Other key influencing factors include market dynamics, competition, geo-political factors, security agencies for administrative and, of course, the comfort level of the partnership agreement between the client, Application software vendors and Value-added Solution providers.

Finally, progress and results must be tracked using clearly laid down plans and procedures to ensure that plans are being carried out and the desired outcomes are realized in a logical fashion. Periodically, technological and milestones need to be aligned with business goals and objectives need to be reviewed to ensure that they are still viable and that sufficient progress is being made toward achieving the success of the overall program. At every stage during the course of execution, all critical factors need to be reviewed and realigned.

The key players being: Value Added Service provider (VASP) & Client Organization (CO)

Key points:
? Running a program is a lot like operating a business.
? Each has customers and others who have a stake in the outcome.
? Each has an ongoing mission, an overriding purpose and perhaps a vision of where to be in the future.
? Each also needs strategies and logical plans with long term goals and objectives
? In Program Management, the main elements are Planning, Estimating, Budgeting, Resourcing, Leading, Coordinating
? In Project Management, the main elements are Executing, Managing, Measuring, Controlling and Reporting
? The key is to understand the segregation between the two
Program management entails serious responsibility, trust and accountability. The bottom line is that, as stewards of substantial corporate funds, program managers are accountable for the success of the program in all aspects and need to have the responsibility and authority to execute the same.

II. Programs as Key Mission statement Elements

To accomplish its mission, your company, like any organization segments can be represented by a work breakdown structure (WBS); a pyramid where the top level is the client?s mission and the succeeding lower levels is the company businesses, Operations and Divisions, respectively. The next level is the Program, the primary mission element or the building block. The program manager, into sub programs, further subdivides the program. The program manager must ensure that all of the work needed to accomplish the mission has been assigned to, and is being pursued by, individual sub-programs or tracks, or is being addressed collectively across internal divisions and business groups as crosscut goals and objectives. If all tracks or sub-programs are successful in meeting their goals and objectives (including their expected contribution to crosscut goals) then, by definition, we should be successful in accomplishing its mission. The importance of cross-communication cannot be stressed enough.

Below the program level is the project level. Projects may include side-sub-systems third party applications, infrastructure build or in-house legacy applications. These projects have the maximum risk of derailing or delaying a Program owing to the direct dependency of the program on the same. The Program encompasses and cuts across all projects, sub-programs and projects direct and indirect. Any one of the projects not being executed well has the ability to throw the entire program out-of-gear directly hitting the bottom line in dollars. The distinctions between programs and projects are shown in detail on the next page.

Any large outsourcing deal will have one active program and many sub-programs or tracks or projects under it. Each program has a performance risk, which means there is some likelihood that the program may not be able to carry out its plan completely and fall short of its goals. However, it is still possible that other programs may exceed their goals, resulting in the Value-added-Service-Provider (VASP) still accomplishing its mission. Hence the term pooling the (performance) risk at the next higher level. This is comparable to a stock portfolio or a mutual fund where the performance of some stocks falls short, but others yield more than expected, so the overall fund or portfolio achieves the desired return. VASP management officials must keep this pooling of risk concept in mind when establishing programs and providing them guidance and resources. Since Programs must fit into the larger portfolio and compete for scarce resources, some may not be ideally trained, experienced or on payroll.

Additionally, programs must give attention to crosscutting goals, sometimes at the expense of higher risk to your program?s goals.

Your program structure needs to be carefully reviewed and adjusted over time in response to internal performance and external governmental/technological, political and economic factors. This causes turbulence that program managers must continually address.
Key points:
You accomplish your corporate vision through individual programs and collective efforts across sub-programs, projects and tracks. You and the Program Manager are
? involved in producing a series of related specific plans including Strategic Plans, Execution plans, Costing Plans, Staffing plans, Reporting and communication plans, future roadmaps, Business and technology
? Well-defined Program portfolios enhance your chances for success.
? Program portfolio is dynamic, requiring periodic review and adjustment.
? Program managers must consider both their program?s and the VASP?s mission.
? Programs are completely dependant on the individual projects, sub-projects and tracks under them and the success of the overall program is directly proportional to the success of these elements
III. Distinctions between Programs and Projects

Software application driven programs typically involve a range of activities including Research and Development, Demonstration, Deployment and Support. These activities are generally planned and carried out as discrete projects or Phases. My policy is to assign and manage (plan, staff, implement and track) programs and projects separately. Programs typically are managed in Headquarters and projects either in Headquarters or in the plants or other Business divisions.
? Program: An organized set of ongoing activities directed toward a common purpose, or goal undertaken in support of an assigned mission area, well understood by the VASP and the client alike. A program is generally the highest level or element of a work breakdown structure within a specific mission area or plan. It is characterized by a strategy for accomplishing a set of definite goals and objective(s) aligned to and in support of the mission goals. Programs are typically subdivided into
? Projects, which are managed closely by using project management tools and techniques. Programs are characterized as either core Implementation programs or developmental and support programs - Onsite and Offshore (programs in the exploration or initiation stage or that crosscut and contribute to other programs and are typically characterized by a heightened involvement from the pre-sales division of the VASP). Common functions, such as planning, COEs, and Knowledge building/Methodology teams, typically are not programs. Viewed as an integrated whole, a program is the aggregate of its subprograms (which have the same characteristics of programs but represent one additional level of subdivision) and its projects to achieve the client?s corporate vision.
? Project: An executable element of a program, normally with its own discrete beginning, end and specified outcome(s). A project could be an effort to establish additional capability to support one or more programs (e.g., a third-party software implementation project to support the main application), or it could be an executable increment or stepping stone of program activity a track (e.g., Manufacturing activities segregated from CRM activities owing to different skill sets) aimed at achieving specific objectives in the specified period but dependant. A project, usually consisting of one or more tasks, is individually planned and approved and is closely managed and controlled.
Key Points:
? Program Management should not be confused with Project Management
? Both require different skill sets and both roles are critical for the success of the Program
IV. Roles and Responsibilities of Program Management and Project Management

The basic division of responsibility and accountability in any VASP is that PMO elements plan, direct and oversee the programs and Project elements implement them (conduct or assign the actual work). Part of PMO program planning and oversight entails establishing projects (discrete activities with definitive beginnings and endings which, if shifted, translated into dollars and is measurable for the CO for a decision to proceed). PMO and the PO then plan the projects/tracks/sub-programs and direct and oversee project implementation and other program.

Program Management

Project Management

Plans and develops the overall program and project/track/phase/sub-program components

Initiates and oversees the project, creates detailed work plan specific to project

Provides policy and broad program direction, designs guidelines, works out costing, estimating, budgeting, Resourcing and other components along with inputs from Individual project managers

Provides the Program Manager details of Cost and schedule requirements for the planned project that contribute to the program?s goals and objectives

Aligns programs and projects with Business and VASP goals and objectives

Defines the project?s objectives and how the Project will be organized, staffed, and managed specific to the project

Conducts across-phase program planning and Identifies annual performance milestones

Defines the project management approach and Optimizes the procurement strategies

Establishes and justifies the need for Project/tracks within the program

Develops the project execution plan

Supports CO and VASP strategic and Mid-term planning efforts

Understands VASP and CO needs and program goals, objectives, and strategies

Prepares, justifies, and defends the Program budget

Develops and submits the project budget to the Program Manager

Develops and submits estimates of the funding and FTEs needed to carry out the program?s operations and support plans

Prepares the resource requirements of the project

Provides the rationale for the program?s activities, including technology base, projects, and operations and support

Identifies and validates necessary modules and supporting 3rd party software
Optimizes program resource allocations to maximize performance results

Justifies the project?s submission to the CO budget

Executes the program budget and implements the program

Implements the project

Authorizes projects and establishes and staffs project management offices and project cancellations

Determines project and contract scope, and recommends new projects, project modifications

Ensures timely funding for projects and other program activities

Executes the project in coordination with the field procurement function

Integrates across all elements of the program (science and technology base, projects, and operations and support)

Selects project performers in coordination with the field procurement function

Monitors program-level milestones and evaluates progress

Evaluates consultant?s performance and determines acceptability of completed work

Assures proper coordination between multiple projects, other program partners

Monitors project-level milestones and evaluates progress

Assures proper coordination by all appropriate line and staff elements beginning with project inception Is accountable for achieving project objectives, e.g., cost, schedule and technical performance

Analyzes and evaluates the overall performance of the program

Analyzes and evaluates detailed performance of the project

Evaluates program variances from expected progress and initiates necessary corrective actions

Ensures Field performance of assigned status program tasking

Tracks project execution against cost, schedule and technical performance

Independently assesses regular project status reports

Reviews project portfolio performance against established baselines

Identifies significant variances in project progress and recommends corrective actions

Identifies significant variances in program results and recommends corrective actions

Establishes an evaluation plan

Estimates program benefits to date

Ensures adequate peer reviews of program progress

Key points:

Goal is to have a clear-cut demarcation between roles understanding the value that is brought to the CO & VASP is critical for a Program?s success

V. Elements of a successful Program

The successful accomplishment of the CO?s vision statement is dependent upon the ability of the VASP?s Program manager to transform strategic objectives into reality, building the foundation for the CO?s success. While program managers use defined methods to develop and monitor programs, effective program management is best described as an art. Vital elements of program management can be identified and detailed in guides (such as this) and training. However, it is the personal combination of leadership, communication, motivation, talent, knowledge, and experience (not necessarily in the order) that produces effective program managers.

Program management is a complex and multi-dimensional task involving technical competence, communication and negotiation skills, creativity, organization, and especially, effective time management. Using these skills, the VASP?s program manager must juggle the many different tasks and responsibilities involved in successful:

Planning,
Organizing
Budgeting
Leading
Coordinating
Controlling
Supporting

These go back to the principles of General Management.

The Program management planning cycle involves a progression of activities that are tiered into seven broad levels. The program manager contributes at all seven. In addition to these plans, a prudent program manager would develop contingency plans at the program level and, more importantly, at the project level to be ready to respond to significant, and unexpected, increases or decreases in budget authority.

Program milestones must be identified at junctures along the critical path to the program goals and objectives. They should represent key decision points for determining as early as practicable if the program is on track toward achieving objectives and facilitate timely adjustments to the program?s strategies.

This becomes the basis for budget requests and justifications, as well as the baseline document (Statement of Work) that provides the framework for periodically evaluating and reporting program progress. The SOW is also considered a living document and is updated on a regular rolling basis.

An SOW is developed for each program and contains the following:

Introduction
Business Goals and Implementation Objectives
Technical?s and Scope of Implementation
Implementation Strategy
Finalized Cost structure
Resource Structure
Time boundaries for the Program
Caveats for Program governance

The program manager updates SOW with inputs from the individual project/track/sub-program leads and puts forth the Program Guide that acts as the standard document overriding the SOW containing details on protocol for Change Management, roles and responsibilities, other protocols and deliverable details. This is supported by the overall NDA (Non-disclosure agreement) and the Master Agreement, which form the basis of this strategic alliance and corporate relationship between the VASP and the CO.

As the program and individual projects progress, the program manager is responsible for overseeing and tracking of the program?s health, Technical?s, conformance, schedule, and fiscal burn. The program manager will continually evaluate progress through discussions and review with project managers, and when required initiate corrective action to keep programs on target toward achieving the desired strategic goals.

Program progress should be reported to management through weekly/monthly Program Progress Reviews. These reviews provide the forum for the dissemination of program progress to CO & VASP management along with required status reports from the site One thing the program manager can always count on is that unforeseen events will occur that significantly alter the dynamics of his/her programs. The skillful program manager will identify the disruption early and develop (often with consultation with peers and Office Directors) a plan to redirect the program. These events/ disruptions may be small enough to require only minimal restructuring of a project milestone or may be large enough to require reexamination of the attainability of the strategic goal itself and cost impacts.

The key to maintaining the program on a steady course in turbulent conditions is to continuously evaluate progress and feed this information back into the strategic and operational planning processes to realign the program course accordingly. The very nature of the strategic planning process ensures that the programs are not conducted in a vacuum and are coordinated to achieve strategic objectives. Therefore, the progress (or lack of progress) in a program will impact other programs. For this reason, feedback from program managers to the strategic planning process is vital to maintain the coordination and focus of efforts.

At key intervals the program should conduct comprehensive reviews supported by analysis and objective review and recommendations by panels of experts (merit review/peer review). The frequency, regularity, depth and degree of independence of these reviews depend on the nature of the program, degree of technology/relationship change or evolution, the program?s performance and results and interest among the stakeholders. The results of these reviews help complete the program management cycle by feeding forward into the next planning stage.

Key points:
? The VASP program manager is the vital agent for the VASP and the CO
? He/she is responsible for transforming strategic objectives into reality through the successful development and execution of programs/projects
? The success of a program depends on the hierarchy, reporting structure, team dynamics, responsibility with authority
VI. The Delivery Management System (DMS) - The Program Manager?s Survivor kit

The DMS is a Program Manager?s operating system. It exists in various forms structured/unstructured, standard/non-standard with every VASP organization. The ability to structure and effectively use the DMS defines the success and demonstrates the ability of a Program Manager. It defines each of the four program management phases in terms of a scheduled series of products/charts/plans/access databases/specific templates and tools and their linkage to other products and phases (their interdependencies). This helps to properly align the program and business management activities and provides critical information at the right time for key decision-making.

For example, By adopting a clearly defined, integrated, and systematic approach for its management activities, WIPRO has been able to define and improve the effectiveness, efficiency, and quality of its programs.

What is the DMS Information?

DMS integrates the Program Management Elements by centrally collating the following information (not a restricted list, this varies from VASP to VASP):
? Planning constraints
? Scope Matrix
? Top ten risks list
? Budget Formulation/calculation procedures
? Estimation Techniques
? Resource Planning mechanisms
? Staff ramp-up and ramp down procedures
? Fiscal and hourly burn rate calculations
? Time tracking
? Cost calculation/overheads
? Analysis and Evaluation across all programs and organizational units
? Analysis across phases & EWR mechanisms
? Analysis across projects/tracks/sub programs
? Instant reporting techniques
? Detailed work plan and WBS tracking mechanisms
? Personalized access databases for effective tracking
? FTE needs calculator
? Role planner & responsibility allocator
? Resource details for government regulation compliance (Onsite-offshore)
? Overhead tracker for ticketing, travel and miscellaneous costs
? Tracker for compliance with Government Agency regulations
All this information on Program Planning, Budget Formulation, Budget Execution and Program Analysis and Evaluation are linked through DMS.

As repeated throughout this paper, the program manager needs to plan, budget, execute and evaluate to be successful. It is also necessary that these activities be linked into a cohesive and coherent whole. That is the purpose of the DMS. All of the DMS procedures, processes and tools must be designed to address the interdependence of the parts as well as the parts themselves. If DMS is properly used, each of the VASP-CO goals and objectives and each WIPRO program?s multi-year program plans and annual operating plans will feed into the budget. The plans and budgets will then direct the implementing activities. The analysis and evaluation will focus on the desired outcomes as well as feed into the next planning cycle.

The DMS is part of your VASP program manager?s basic tool kit. It?s the roadmap and calendar for planning and implementing the program.

The DMS can be a linked set of spreadsheets, which are populated with program information and routinely updated to help manage the overlapping program management cycles for several fiscal years and cutting across multiple phases of an Implementation cycle. These budget hut spreadsheets serve as building blocks to plan, budget and implement program activities. They also are used to record implementing actions, including tasking (projects, work assignments and procurements) and related obligations and expenditures. Finally, they facilitate the tracking of program progress against goals, objectives, milestones and planned and appropriated funding.

How to keep the DMS simple and less time-consuming:

Establish a uniform information repository to respond quickly to inquiries

Simplify and integrate access to and use of information related to VASP resources, milestones and results, and costs

Use MSAccess, Excel and MS Project or similar application

Design and establish common reporting and updating requirements for DMS spreadsheets (spend plan, projects and milestones)

Ensure a high confidence level in the consistency and quality of DMS information

VII. Typical Issues and workarounds

Outsourced Programs are inherently complex, and complex projects cannot succeed without careful planning. Well-planned projects will be actively controlled, will ensure that progress is visible, and will look after the well-being of the people who are doing the project?s work. Software projects are also inherently risky, and they cannot succeed without active risk management by the Program Office. Involving users in the project early and continuously, striving to hold the product to the minimal sufficient product, and maintaining a focus on the desired result help to address key project risks.

Communicate, Communicate, Communicate. Typically, the problems faced by the VASP Program Manager in a CO can be classified as follows:

Internal: (Typical Problems the VASP Org faces)
? Over commitment by Sales Force
? Lack of trust on VASP by CO
? Semi-knowledgeable CO Organization
? Intra-team disputes for one-upmanship
? Spreading focus across accounts, Lack of bandwidth
? Incredibly slow decision making process in the CO bordering on ballot
? Logistics, disrespectful office space
? Scope creep/Scope enlargement
? Infrastructure & surrounding tools/supporting applications
? Dependencies on projects/sub-programs
? Focus loss
? Lack of Legacy Application knowledge
? Esoteric needs
? Silo formation
? Budget adherence
? Third party tools and legacy Applications
? Geographical boundaries
? Personality clashes
? Nascent DMS
? Government regulations
? Dependency on Value-add bodies
Internal: (Typical Problems the CO faces)
? Change Management within CO Org
? VASP lacks Solution perspective
? Knowledge of VASP on current CO processes
? Government regulations
? Budget increase
? Improper guidance from VASP
? Cultural and language barriers
? Projects run on their own without Program focus
? Changing business needs
? Non-availability of FTEs
? Consultants keep changing
? Political Insensitivity of VASP Org
? Relationship evaporation/Involvement lacking
? Reality of Application limitations contrary to Sales talk
? Spiraling costs, future funding and justifications
? Stakeholders lack of interest due to delays
? Exposure to a newer breed of problems
To be successful, a program must be planned, budgeted for, implemented, evaluated and have the underlying guidelines adhered to. Many Programs tend to fail owing to lack of understanding of the business processes by the application vendors and customers, aggressive marketing and salesmanship by pre-sales personnel and Relationship Managers from the Application vendors, budget overruns due to scope creeps and enlargements owing to the core client teams out to please everybody within an organization thereby losing focus. Many-a-times, there are budget over-runs because of an ostrich-like approach of the key decision makers from the businesses, a lack of trust on the Application vendors, slow decision-making processes leaning towards consensus building, lack of ownership and lack of understanding of a scientific and logical approach to Program Management by the clients and Application vendors.

How should the Program Manager bridge the Gap?
? Take the VASP Management with you
? Educate CO Management on DMS
? Use the VASP network to work for you
? Use the CO network to work for you
? Consciously break Silo?s out-of-workplace
? Ensure daily standing (express meetings)
? Keep all channels of communication open
? Ensure authority if you take up responsibilities
? Bring in the sanity factor post the pre-sales phase
? Build and maintain relationships at every level
? Be on top of the situation always that?s what the DMS is for
? Be proactive
? Trust your Project managers to deliver for you, give them a free hand
? Corroborate the DMS with your individual abilities & personality that?s 80% of the success factor
? Lastly, Think the CO Business Solution, & percolate it downstream

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