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In my early days as Program Manager, I managed a project for one of our main customers. This project had a very tight schedule and I promised to deliver the first EVT samples in 3 months.

It was my responsibility to ensure everything would be completed on time, and achieve the quality standards defined by the program and inside the budget approved by leadership.

Unfortunately… when I started to deep dive into the project and analyze all the technical details, I realized that it was not possible to get the prototypes ready on time. I missed the deadline by 2 weeks. I felt bad at that time because I failed, so I immediately started to work on a new feasible schedule trying to mitigate the problem. In addition, I arranged a daily opening and closing meeting with the core team to monitor all activities. The root cause of the problem was a delay in some component's delivery and I also ignored one of the Reliability tests defined by Engineering.

So I highlighted the problem to my manager and I shared with him my new plan. I explained the situation to him and I shared the new timeline that I could meet. Then we worked together to commit to the new delivery date. So I learned a lot from that situation, now I’m always adding some buffer to my project schedules and I work more closely with core team members. But the most important learning was, how important is to be honest and raise your hand on time if something goes wrong.

I was managing organization wide restructuring program where goal was to map all resources with their delivery accounts to keep a track of account’s PnL and manage capability as cost centre. We also intended to design KRA and KPIs for each individual level to make our Performance Assessment data driven and transparent. This was a big change at employee level at professional and emotional level too. It meant changes in their reporting structures, extra reporting and performance management by all managers, clear KPIs alignment and selection.

Planning Level: We identified all the major business account heads, capability and other function head and organized a communication platform to make them aware and comfortable with the changes. We undertook their inputs on pros and cons and some caution to be exercised

Execution Level: We started executing these changes with L0 level employees and moved up to leadership team. Along the way we encountered some risks and outlier conditions to be managed.

Communication Strategy: We worked with all business and functional heads on our communication strategy to reach out to all the employees. Head multiple events and workshops to discuss the changes.

Data Platform changes: Evaluated all the data platform changes required and planned a phased out approach to bring those changes in the system as well.

However, when we were about to reach closure of this program, I realized that I have made a big mistake of readiness of our existing platforms to support all the changes required and existing data integrity. It really took a toll on everyone involved to clear up data accuracy before the changes could be introduced.