Effective Expectations: How Program Managers Can Lead Teams to the Finish Line
As all of us have seen, if we don't meet expectations of our friends, colleagues, or family members, the outcome is never positive. It’s the same at work. We know that setting accurate expectations at the start of a program is crucial. However, have you ever really thought about why, exactly, it’s so important?
Well, let’s think about how a program even begins: as an idea in someone’s mind. You sit down with a client, who tells you that they want customized software that will do specific tasks for their company. No problem, right? Maybe yes, and maybe no. Whether you deliver for that client will depend highly on two factors:
How well the client communicated their vision and requirements to you
How well you turn around and communicate that program to the dozens or even hundreds of people who will be involved in it
You can see how this can go wrong very quickly. Let’s take a closer look at how to make this whole process much easier so that each program can be completed like clockwork.
Remember to ask for exactly what you need from your client
When you are working with a client, it’s crucial that you get the information that you require in order to do the job. They must communicate to you their own expectations so that you can meet them. A few issues often arise that prevent this from happening:
You work with a client who doesn’t speak your industry’s language and is unfamiliar with the jargon.
Your client may be so pressed for time that they want to put the program on your desk and move on to other issues without talking to you about it.
The client might not actually be prepared to talk to you about the program, so you are given incomplete or even inaccurate details.
Any of the above can lead you to misunderstand the expectations for the program. If you don’t intervene at this stage, you will pass the program down to your teammates, who may complete it - but incorrectly.
A few things can help avoid this disastrous scenario. First, before you talk with any client, know exactly what you need to know in order to complete the program. Remember: you get what you ask for, so always ask.
Second, stay in control of the onboarding of a client. A bit of diplomacy is required here because there will be plenty of times when you simply need to listen to them. Even so, guide the client from step to step so that nothing gets overlooked and all of your questions are answered.
Communicate the expectations of the program with your teammates
Now comes the second stage: making sure that accurate expectations are communicated to your stakeholders. Here are a few questions to consider first:
What are the key parts of the program?
Which departments will be involved in each one? Who are the points of contact?
Will these departments need to work with each other? When? Or, will they only report to you?
What does each department need to know in order to deliver their part of the program at the right time?
Will you use specific software or scheduling apps so that everyone can see the status of the program and their roles in it?
Where do you define the line between communicating expectations and micromanaging?
How will you communicate expectations? Verbally? By email? Some other method?
And, most importantly: have you truly communicated everything about the program, or are there details that you are still carrying in your mind that must be passed on to the right people?
Be extra-organized with cross-functional teams
Large programs, especially those with teams in various departments, present an opportunity for chaos if you are not proactive from the beginning. I remember when I was leading a critical program that easily could have turned into a disaster if I hadn’t prioritized setting the right expectations. I focused on providing my teams with a clear timeline and program details so they would know what they should build as well as the deadline. I also kept the lines of communication open. It turned out to be a great success because everyone knew exactly what they needed to do and when.
In the end, remember that no matter what size your team may be, setting correct expectations avoids any confusion. No one wants to deliver a product that is not needed by the stakeholders and has no demand. Your goals are happy stakeholders and the avoidance of unnecessary pressure on your team. You can achieve them by aligning with your team, stakeholders, and program sponsors early in the program and making sure they all have clear expectations on what will be delivered.
Takeaways from here:
Program managers play a critical role in ensuring program success, and one of their key responsibilities is setting expectations.
To set expectations effectively, program managers can follow several steps. They should:
Clearly define program goals,
Outline the scope of the program,
Establish a timeline for completion.
Regular communication with all stakeholders, including team members, sponsors, and executives, is also essential.
Stakeholders can better understand the program plan and progress with visual aids, such as charts and graphs.
Program managers should set realistic timelines and take into account potential roadblocks, such as unexpected delays or changes in requirements.
Finally, they should establish accountability for all stakeholders involved in the program by setting clear roles and responsibilities, tracking progress against goals, and holding team members accountable for meeting deadlines and delivering quality work.
Following these steps ensures that everyone works towards the same goals, which is crucial to the success of a program.
