Congratulations! It’s your first day at your new job as a Program Manager (PM). The last few days have been a whirlwind. You got the call from your director that you had been selected to replace the PM for one of the smaller programs in the portfolio. The previous PM had been reassigned and you barely got a chance to exchange greetings as you moved into your office.
Because of the program’s size, you don’t have a large staff – just a handful of people to take care of day-to-day activities. Your initial impressions after meeting the team and getting briefed on the program are that things seem to be in good shape. You’re excited about the new job as you begin getting up to speed and into the daily rhythm of the program.
Two weeks later and it happens. Your Contracting Officer (CO) just sent you an email reminding you the draft statement of work for the follow-on contract is due by Friday, two days from now. You recall one of your staff members telling you on your first day that the contract needed to be re-awarded “next year”, but there was no hint that any actions needed to be taken at this time. Soon after you get that email, you get a call from the Director’s office reminding you that your quarterly Program Management Review (PMR) update has been scheduled for next Wednesday and the read-ahead is due Monday. Your immediate thought is “What quarterly PMR??” You step out of your office to ask about the PMR, and when you get back to your desk, there’s another email. This is from the Comptroller’s shop telling you that there’s a budget review meeting next Monday and you need to be prepared to discuss and defend your program’s funding. You’re wondering two things – how am I going to get through the next seven days and what’s going to happen next?
Does any of this sound familiar? Is there a tool that you could have implemented on Day 1 to prevent the seeming catastrophes that are hitting on Day 14? [Read more...]