Here's how you can navigate changes or unexpected challenges during a program.

Proactive management of risks through regular maintenance of a risk register is pivotal for navigating challenges effectively. By continuously accessing risks, monitoring their impact, and fostering agility, teams can adapt to changing circumstances while engaging stakeholders for informed decision-making. By embracing Agile principles such as iterative problem-solving, continuous risk assessment, and stakeholder engagement, teams can effectively navigate challenges, seize opportunities, and deliver value with confidence. This approach underscores the importance of Agile values and practices in enabling teams to respond effectively to risks and uncertainties, ultimately driving project success in dynamic and evolving environments.

Risk Mitigation should be an integral and continuous part of any Project/Program lifecycle. Good to promote a culture where not only senior members highlight risk but anyone from the Project team ( irrespective of experience ) should be encouraged to raise risk as and when they see/foresee it. Risks - the sooner they are identified, the better they can be managed. Track them closely, cover them in the weekly status reports and dont shy away from mentioning it in various other forums like SteerCo, ExCo etc so that all stakeholders are aware & can collectively work on mitigating/accepting/transferring etc depending upon its severity ( that comes out from Org Risk Matrix ).

There are few steps which I generally prefer to follow are… 1. Acknowledge the need for change 2. Communicate transparently 3. Create a Team to meet evolving needs 4. Regularly update to stakeholders 5. Embracing the technology 6. Avoid the blame game 7. Priorities project deliverables

Changes: use your CR processes Unexpected / large change: review your charter (timeline/plans, scope, stakeholders, budget, benefits) against your current progress, look at as-is & to-be, figure if there's gap analysis needed as result of change, and ascertain where you can drop a pin, or if you need to retrace some steps/have some work as throwaway. Ensure your team is still a fit and your business case is updated. Challenges: you are likely tracking challenges as risks anyhow and should have decent mitigation plans in place. implement your impact assessment processes and timelines if risks turn into issues. For everything: don't sweat it! Discuss quickly with stakeholders, be open, transparent, act steadily, flexibly and creatively.

A good manager will always be looking out for the unexpected and lets be honest unexpected changes are business as usual its all about how you deal with these challenges. You need to be agile in your approach start by understanding the issue and prioritising the activities to get back on track, look at making small changes and understand the impact. Listen to your experts and take on board their advice

Challenge Mastered Easily 💡 I'd navigate changes or unexpected challenges during a program by assessing risks and engaging stakeholders to ensure everyone is aligned and informed. I'd closely update plans and monitor progress, cultivating agility and adaptability to respond to new developments. Continuous learning and improvement would enable me to stay ahead of challenges and identify growth opportunities. By embracing a proactive and flexible approach, I'd turn obstacles into opportunities and drive program success despite unexpected challenges.

Experience and common sense are key. Changes and challenges are to be expected in programs - small or big. Based on the context, the customer mindset and the initial expectation setting - scope, change management expectations, what could be taken in / what should not change during a project, risk register etc - CONSISTENT COMMUNICATION with the customer is key. Documentation of the boundaries at the start of the project helps to mitigate scope creep generally. However, there are situations where change accommodation is mandatory - due to regulatory requirements or a mandatory business need. Involving all stakeholders (incl. top mgmt and business) through the change management process - getting a buy-in for the implications generally helps.

Additional recommendations from my experience: (a) Investing in leadership preparedness for unexpected change: Effective leadership is about anticipating and preparing to influence change so ensure that every leader in the org/program/project is well prepared to play their respective role in the change moment (clear and well-oiled decision making structures are critical & a mindset of pulling as one) (b) Avoid complex communication approaches on the issue, agreed response and roles of all stakeholders and manage information flow to ensure everyone has all they need to act to act decisively and at their respective appropriate stage (c) Be willing to concede internal limitations for the response & draw on external expertise where available

I have found involving stakeholders to be extremely critical. 1. Explain the WHY of change 2. Involve the respective people in conversations so as to address concerns 3. Keep the communication channels open always 4. Be empathetic about the issues even if you can't resolve all.

Changes or unexpected challenges during a program are NORMAL. How proactive you’re about it is the key. So what to focus on and do when the unexpected hit? 🧠 engage stakeholders as partners rather than just information receivers 🧠 maintain open lines of comms and keeping your stakeholders involved 🧠 share regular updates and hold feedback sessions 🧠 give visibility on your plans / roadmaps Now, when the unexpected strikes, do this: 👉🏼 monitor progress to identify deviations early and pivot when necessary 👉🏼 cultivate agility & adaptability within your team 👉🏼 drop perfectionism 👉🏼 encourage creative problem-solving and rapid iteration Navigate changes proactively and with agility, and involve your stakeholders.

One of the principle of management is communication. In an organisation, there must be two ways communications i.e. program manager to stakeholders and vice-versa. Communications ensures smooth flows of information within the organisation and it gives a sense of involvement to all the team members. Giving the chance to speak up, every team member will be encouraged to highlight the challenges and the issues that they might be facing and would come up with a workable solutions. This would increase team spirit and the stakeholder would have confidence in the team leading the program. Therefore, the tone set by top level management is always important for any program to succeed and this is possible when given chance to speak up.

In my experience, treating stakeholders as partners rather than mere observers can transform how we navigate through uncertainty. By proactively involving them in problem-solving discussions and decision-making processes, we not only gain valuable insights but also build a sense of shared ownership over the program's success. “Genuine” relationships with stakeholders beyond formal communication channels can be invaluable, and by prioritizing authentic engagement with stakeholders, we not only mitigate risks more effectively but also strengthen the overall resilience of the program.

I believe if stakeholders responsible for the program, understand and take ownership then any gaps can be overcome. Any amount of process compliance, review, escalation etc may not work if the right stakeholders are not aligned and motivated to see the program succeed.

In the heart of the COVID-19 crisis, I led a cross-border project, overseeing operations between Bordeaux and Amsterdam amidst remote work conditions. Digital tools replaced face-to-face interactions, challenging our coordination efforts. I leveraged technology to monitor progress and facilitate communication. However, I soon realized success demanded nurturing relationships and understanding stakeholders' needs. Regular virtual meetings became a cornerstone of our strategy, providing insights into their processes and fostering trust. By treating stakeholders as partners, we cultivated collaboration across distances. Our persistence paid off as we navigated uncertainties and launched the product on time. Communication was significant!

Expand your stakeholders as the implementation matures. Conduct a tripartite review cum lessons learned for the continual participation of core stakeholders..

Keeping stakeholders engaged is key. It’s complimentary to formal risk management. Formal risk management is ineffective in my experience without good comms checkpoints outside of the formal risk management process. Often new risks and dependencies emerge outside of the formal process so comms and engagement is key.

Engaging stakeholders is a key factor in Programme Management. But, there is a pitfall. The beneficiaries of any programme are in millions and there is a wide diversity in their perception of the issues affecting the final outcome. Short gains sometime override long term gains and there is likely to be conflicting views amongst the cross section of the stakeholders. So, setting the agenda; path and clarity of outcomes (both in medium and longer terms) are very important.

Planning and more planning. That's the key to success in any project. Having the next steps laid out will enable you to remain vigilant towards potential failure steps and pitfalls. Having a strong process documentation will ensure people changes can be handled seamlessly.

It is important to remember that the key is not to carry out the plans but to achieve the objectives. The need to rework the plan in the middle of a project should be recognized positively, as a sign that a better way of achieving the objectives has been found.

You need to adapt when changes or challenges occur and reflect that in the overall plans once decisions on options for resolutions are identified. These are inevitable throughout any programme. It's essential to focus on solutions by engaging teams and stakeholders for finding the best options to overcome these challenges in alignment with programme objectives. Effective and transparent communication is key for keeping everyone aligned and helps with problem-solving and overcoming obstacles during challenging times.

One time at work, I encountered a situation where changes occurred and unexpected challenges arose. It taught me the importance of being prepared to adapt plans accordingly. Regularly reviewing and updating project plans to accommodate new information or shifting priorities became crucial. This involved revising timelines, reallocating resources, or adjusting milestones to stay on track despite setbacks. Flexibility and agility in response to evolving circumstances proved to be indispensable for maintaining momentum and achieving project objectives.

1. Be flexible to adapt your strategies to changing circumstances 2. Stay on track as far as timelines, resources and strategies are concerned 3. In case of deviations from the planned line of action, make sure to have a plan-B / contingency plan to pull things back

I've always been a big proponent of setting clear milestones. So try to define clear milestones and checkpoints in your plans. If changes are needed, adjust these milestones accordingly and communicate the new timelines to all stakeholders.

Updating the plan is a critical aspect of change management. It ensures that all approved changes are seamlessly integrated into the project or program. Failing to update the plan can lead to a loss of visibility regarding necessary changes, which in turn can significantly impact the overall success of the program.

As a TPM lead, I emphasize the importance of revisiting and updating program plans when changes occur. This involves adjusting timelines, resources, and potentially the program's scope. Flexibility and adaptability are key traits of effective program management. It's crucial to communicate changes clearly to all team members, ensuring they understand their revised roles and responsibilities. Clear documentation and widespread dissemination of updated plans are essential to keep everyone aligned and focused on the new objectives, maintaining program efficiency and success.

djust timelines, resources, and strategies as needed to address changes and emerging risks. Communicate updates to all stakeholders to ensure alignment and maintain transparency. This continuous review and adjustment process keeps the program on track, accommodates new information, and adapts to evolving circumstances, ensuring successful outcomes.

Setting up a tracking system can also help you to determine from the original program design - the inputs that are working, or not working, what needs to be removed, or replicated; or what needs to be escalated as an invaluable addition to future program management cycles.

In order to continuously monitor the progress moving in the right track at right speed, the Programme manager needs to assess the milestones very diligently. Following are the 1. Mini outcomes which are in coherence with and aligned with the final objective 2. All mini outcomes converge and move towards the common goal. 3. Contingency plan for mitigating any diversions and shortcomings in any of the nodal milestones.

An effective way to ensure project success is by monitoring progress consistently. This involves identifying emerging issues and assessing the effectiveness of mitigation measures. Establishing clear metrics and key performance indicators (KPIs) to track progress against objectives is crucial. Regularly reviewing these metrics enables you to spot deviations from the plan and address them proactively, ensuring that the project stays on course and achieves its goals efficiently.

For example, in my experience, holding weekly check-ins allows us to quickly identify and address any deviations from the plan. Using project management platforms helps track our progress and ensure everyone is on the same page. Encouraging a culture of openness where team members can freely discuss risks ensures that issues are flagged early. Networking and open communication further support these efforts by facilitating the flow of information and timely resolution of problems.

Monitoring your progress on a project keeps you honest and focused. Regular updates help keep working on track and take measures to prevent any foreseeable issues. It's also linked to building strong reward mechanisms and driving work across teams.

1. Keep monitoring performance and progress from time to time 2. Continuously check the KPIs and Key Metrics for early signs of any potential issues

Continuous monitoring of the program as well as risks keeps you on track and any deviations can be tackled head on. This in turn assures the successful completion of the program.

Progress monitoring and progress reporting is critical, but should be real progress, not only budget spent. Very often the main indicator is the burn rate, which is necessary to follow to measure if the effort follows the plan, but milestone and other indicateors of progress need to be added. Otherwise, you will discover when all budget is burned that you are not done yet

Monitoring progress is essential for effective program management. Regularly track milestones and performance metrics to ensure the program stays on track. Use tools and reports to identify deviations and address issues promptly. Keep stakeholders informed with updates to maintain transparency and alignment. This ongoing monitoring allows for timely adjustments, ensuring the program meets its objectives and adapts to any changes or challenges.

I would like to go for Cultivate Agility for delivering the work with high performance. To attain high-performance achievements, an agile mentality requires understanding, collaboration, learning, and remaining flexible. By integrating this mentality with processes and technologies, teams can respond to change and provide incremental value to their customers. As a result, dealing with all of the changes through this attitude will assist the leader and the team to operate without any disruptions as they move with advance calculations on these adjustments and to embrace the way forward without pausing the work.

// In today's fast-paced and constantly changing business landscape, leading with agility is more important than ever. Program managers are able to adapt to change and navigate uncertainty while keeping their teams focused and moving forward. // Foster a mindset that acknowledges change as unavoidable & even beneficial in a dynamic and evolving environment. Encourage team members to embrace change positively and view it as an opportunity for growth, innovation, and improvement. // PgMs should encourage their teams to be flexible and adaptable, and provide them with the resources and support they need to succeed in a changing environment. // Leading with agility requires a growth mindset, effective communication, flexibility, resilience.

Change is inevitable, how we react to it, is up to us and our leaders being agile. Being said is easier than navigation of the change - however even not being a leader, working closely with your peers, sharing anxiety, thoughts, questions and more importantly all the successes of the change, not only helps you navigate the change but cultivates a team that is adaptable and moving forward. As the saying goes - 2 heads are better than 1 - a team is better than going it alone.

Embrace Change as an Opportunity: Agile individuals view change not as a threat, but as a chance to learn, grow, and improve. This positive mindset fosters resilience and a willingness to adapt. Prioritize Flexibility: Agile teams and individuals prioritize adaptability over rigid plans. They understand that circumstances can shift rapidly, and they are prepared to adjust their approach accordingly. Iterative and Incremental Progress: Rather than striving for perfection from the outset, agile practitioners focus on making steady, incremental progress. This allows them to learn from each step, gather feedback, and refine their direction as needed.

Having an Agile Mindset is key to tackling unexpected challenges. Aligning with three principles of Scrum Framework is key: - Transparency - Inspection - Adaptation Planning deliverables in short/iterative cycle with a feedback loop helps in pivoting in case there is a scope/requirement change.

I believe and follow a simple mantra, "Plan-Do-Check-Act" (PDCA) at every stage. This is like a circle with no end—it should be repeated again and again for continuous improvement. I guide my teams to inculcate this mantra and evolve as they progress in personal & professional goals. Change is integral part of current agile environment and PDCA helps to be flexible, adopt to the change and innovate as needed. It's conscious effort one must adapt for continuous progress.

This used to be very difficult for me but with trial, error, and a little bit of a push, I’ve learned that these changes can be good. They allow us the opportunity to rehearse individual and team agility that in many cases with help with future issues.

A pragmatic approach to delivery methodology is almost always the most effective way to deliver change. No framework is perfect and when unexpected changes arise having the confidence to be flexible will give you more options of how to navigate them with minimal impact.

This is really one of the top most skills that a program can benefit from. A good plan and business project, no matter which stage of implementation it is, is susceptible to failure if the parts that make it whole are not agile. We are all familiar with how rapidly requirements, provisions and success measures change in businesses. Meeting the ability to change things fast and when they should would really make your projects and programs sustainable, no matter what the challenge.

Changes and challenges are inherent in any project or program. Program managers must creatively navigate them by setting clear scope boundaries, obtaining stakeholder agreement for each change (e.g., resource augmentation, schedule adjustments), and regularly documenting and addressing challenges with proposed solutions, including root cause analysis and preventive measures. This proactive approach ensures efficient issue management, maintaining project control and preventing escalations.

Gather all relevant information and consult with your team and key stakeholders before making a decision. Consider the potential consequences of each option before choosing the best course of action. Keep all stakeholders informed about the situation, including both the challenge and the proposed solution. Transparency builds trust and helps maintain buy-in for the program. Document all changes made to the program, including the rationale behind the change and its impact. This helps maintain a clear audit trail and facilitates future reference.

The power of an after-action review cannot be overstated. Gather the team to gather insights on what went well, and what would be “even better if…” to ensure stronger future performance.

It's key to have KPI's that help you track, measure and manage so that you know when things are working and when they aren't. You will miss the subtle clues that can make or break your business or your clients business without a measurable system in place. Your learning experiences allow you to realize and utilize these tools to avoid pitfalls, manage uncertainty and pivot when necessary.

Navigating program challenges is about strategic planning, adaptability, and effective communication. Here's what to focus on: 1) Clear communication channels ensure everyone knows whom to contact during surprises. 2) A robust change framework evaluates change impact on goals and adjusts plans. 3) Efficient resource allocation tackles periods of change or challenges. 4) Equip your team with conflict resolution skills for constructive resolutions. 5) Feedback loops lead to informed decisions, fostering resilience and continuous improvement. Navigating challenges in a collaborative way will pave the way for your success!

Navigating program challenges is like being a pro in surfing—it’s all about being agile. Anticipating the waves using risk assessments and maintaining clear communication ensuring that the team voices their concerns early, turning potential wipeouts into smooth rides. Prioritize challenges and tech it up with tools to keep track of changes. Stakeholder support can be the wind in your sails as you navigate through stormy seas; so engage with them continuously.These should keep the program head to the right direction.

Risk Management is an important part of Project management. There are lot of ways to better prepare for potential risks that might arise during the project lifecycle. From the very beginning of the project reviewing historical documentation, engaging business stakeholders , SME’s to understand all the environmental factors can give you a head start. Monitoring of project schedule and project plans can help with proactive approach to risk management. Qualitative and Quantitative risk assessment help business to understand potential risk and ultimately define their risk mitigation plans.

Acknowledge the Change: The first step is to accept that a change or challenge has occurred. Don't try to ignore or downplay it. Be Flexible: Remain adaptable and open to further adjustments as the situation evolves. Changes may require additional modifications to the plan, so be prepared to adapt. Celebrate Success: Acknowledge and celebrate the team's efforts in overcoming the challenge. Recognizing their resilience and adaptability boosts morale and strengthens the team.

People Management - a) Hiring - a very key aspect in managing large Programs entailing various teams. All the open and required roles in the Program should be tracked closely till closure. Any delays in hiring can lead to delays in Program deliverables. b) Goal alignment & Motivation - Its important to understand that the Program dream team understands the Program Goals, success criteria and how they are contributing to the Program’s success. Good to appreciate team/members after every key milestone & celebrate it. Its very important to keep the motivation going ( especially in 2-3 years Programs )

Prepare for potential cascading consequences or downstream ramifications of alterations or hurdles. Develop backup strategies and alternate scenarios to alleviate risks, ensuring robustness amidst unpredictability.

I can closely relate it to endurance sports - like running or swimming. While you practice for your big event and prepare for every aspect of it. Example in running you consider elevation be it uphill or downhill. You train your body for these conditions. Similarly your fluid requirements. The analogy highlights the importance of maintaining a balanced perspective, staying focused on the larger objectives, and developing the resilience and adaptability required to overcome challenges along the way. Effective program management, much like endurance sports, requires a combination of rigorous preparation, strategic execution, and the mental fortitude to endure and adapt until the finish line is crossed successfully.

Navigating changes or unexpected challenges during a program requires flexibility and adaptability. Stay proactive by regularly communicating with team members and stakeholders to address any emerging issues promptly. Evaluate the impact of the changes on timelines, resources, and goals, and develop contingency plans to mitigate risks. Collaborate with your team to brainstorm creative solutions and adjust project milestones as needed. Remain resilient in the face of adversity and view challenges as opportunities for growth and improvement. By fostering a positive and agile mindset, you can navigate changes effectively and ensure the successful completion of the program.

Something that may be consider - Respond - "Not react" Rarely things go as per the plans and it is important not to react to the changing situation. Instead, learn from whats happeneing, what are the risks that might emerge, communicate with the team and then do your best to achieve the outcome.

Records. Records. Records. Navigate the change by analysing the root cause, assessing impact and implementing mitigation measures as necessary. All well and good. However, once the change is identified all stakeholders need to be engaged, informed and records must be kept on the timeline of the change and what it impacted. This can be in the form of a spreadsheet tracker or a project management tool. Other forms of records to manage and log the change events would be via contractual notices to external parties.