Software Engineering, Project Management, and Effectiveness
“No one can whistle a symphony. It takes a whole orchestra.” — H.E. Luccock
Welcome to my roundup of blog posts from across Microsoft on the art and science of Program Management.
The Program Manager role is a very powerful one. I think of it as a technical entrepreneur that blends customer focus, with technical skills, and business acumen. It’s the blending of those three domains that makes it so powerful for bringing ideas to life.
Great PMs make things happen by setting a vision, bringing a team together, creating an execution engine, and shipping ideas that change the world.
What exactly is a Program Manager? At Microsoft it’s a role that means many things to many people. In general though, when you meet a PM at Microsoft, you expect somebody who has vision, can drive a project to completion, can manage scope and resources, coordinate work across a team, bridge the customer, the business, and the technology, act as a customer champ, and influence without authority. From a metaphor standpoint, they are often the hub to the spokes, they drive ideas to done, they take the ball and run with it, or find out who should run with the ball. Some PMs are better at thought leadership, some are better at people leadership, and the best are great at both.
One of my favorite quotes that helps distinguish program management vs. project management is by G. Reiss:
“Project management is like juggling three balls – time, cost and quality. Program management is like a troupe of circus performers standing in a circle, each juggling-three balls and swapping balls from time to time.”