Veja como você pode navegar pelos prós e contras do trabalho remoto como gerente de programas.

Fully embrace the flexibility of a remote/hybrid work culture. It’s here to stay! In my experience and having led teams scattered all over the country and previously around the world it’s prudent to turn this into a huge advantage and use that to fuel other aspects of productive work. I never promoted a 8-5 culture and let the individual decide on how best to build that flexibility into their schedule. Everyone’s is different. This as a leader we need to fully comprehend. As long as the team is operating within the guardrails of the triple constraint and work is not falling behind; it can be accomplished and delivered anytime. The selection and use of the right toolset that accommodates this flexibility is also pivotal! Let’s celebrate it!

During my program management in various settings, I've found that remote work offers numerous benefits including but not limited to flexibility, access to a global talent pool, and significant cost savings. However, it also presents challenges like communication breakdowns, lack of visibility, and technical glitches. To overcome these, regular virtual check-ins, agreeing on collaboration tools, setting clear expectations, and comprehensive training are essential. Moreover, robust security measures are crucial to safeguard sensitive information and protect data from potential threats, ensuring a seamless and secure remote work experience.

Most important qualities in a hybrid work setup are: Setup of regular check ins (with your team and your direct manager) Clearly conveying the "what, how and importance" of the work you are doing to ensure the least impact of proximity bias creeps in

remote hybrid work culture has been around for years before Covid made it necessary. In the early 2000's I worked with a team of writers and project management experts to create a learning product. The team members were in NYC, Frankfort, Germany, and Toronto, Canada. With clarity about roles and responsibilities, commitments for turning around work, and virtual face-to-face meetings, we were able to produce a quality result on time and budget. Moreover, we bonded as a team and maintained long-term relationships after the project was over. The key was to apply flexible, yet professional, management and communication methods. We considered our virtual environment to be nothing other than a very big work environment.

As a Program Manager, it is crucial to be open and available for communication. You are the main channel of information between multiple teams, and they rely on you to keep them updated. I strongly believe in "over communication" rather than the bare minimum. In this role, things move quickly, and it's important to have a consistent pulse on every aspect and stakeholder of our program to avoid being left behind.

TYPE 1: 1-o-1s with your stakeholders (tech/ops/integration), manager, direct reports. Intent 💡: mostly relationship building / decision influencing Discussion :🎙️ focussed on current state, blockers, and support requirements TYPE 2: Group calls with your direct reports / skips (lower frequency than the above). Intent 💡: checking-in your org health Discussion 🎙️: Taking the pulse from the team-- a) feedback on problems they are facing, b) brainstorming potential solutions

Clear and consistent communication is essential for project success. Remote work can make it trickier to maintain open communication channels and build rapport with team members. Schedule regular team meetings (video calls are best for fostering connection) and individual check-ins. Utilize project management tools for clear communication and task delegation.

Especially in remote or hybrid teams, it is important to structure communication clearly, including: Defining regular meetings/jour fixes/check-ins for regular communication Establishing decision-making committees and their meeting formats Clarifying interfaces and contact persons beyond project boundaries Outlining reporting requirements and formats I have not yet found a definitive answer to the question of how much communication is enough/not enough. Every team and every project has its own communication needs. My approach would be to initially spend more time on joint communication at the start of a project to build trust and connections among team members.

Good communication is crucial for program success, especially with diverse and remote teams. Schedule (and keep) regular check-ins and "open office hours" to keep everyone engaged and aligned with program goals. Video meetings help catch non-verbal cues. Recap discussions in emails to ensure everyone is on the same page...or catch misunderstandings.

Become proficient in video conferencing, project management software, and instant messaging platforms to facilitate clear and consistent communication with your team.

Promoting virtual team building involves organizing engaging activities and regular check-ins to cultivate a sense of belonging and camaraderie among remote team members. These activities can range from virtual coffee breaks and online games to collaborative projects and team challenges, providing opportunities for social interaction and bonding. Regular check-ins allow team members to connect, share updates and support each other, fostering a supportive and collaborative environment despite physical distance. By prioritizing virtual team building, program managers strengthen relationships, boost morale and enhance teamwork, ultimately contributing to the success of remote projects.

Remote Program Management can be very challenging without the proper technology that supports the program processes. Scaled programs can suffer from delays in information visibility, delayed processes, hidden work, artificial gating, async collaboration, and many other challenges. The most important part is technology that supports Program Management, Project Management, Work management, and Collaboration. Each layer should be mastered by the relevant group, setting expectations that the team focuses on Work management tools (such as Jira) and has the right collaboration (Confluence, Sharepoint. etc) for information and the right communication tools (such as teams). Every layer needs to have what works best for them.

Building trust in a remote team as a Project Manager involves fostering open communication, providing consistent support, and recognizing individual and team achievements. As a PMO Director, this becomes even more important when trying to manage a team of Project Managers. When managing remote teams, I love to highlight team achievements in our regular video meetings, celebrating collective and individual contributions. Conversely, I used private coaching for addressing challenges and offering constructive feedback, ensuring team members felt supported and respected. This balanced approach built trust, creating an environment where successes were publicly celebrated, and growth opportunities were handled discreetly.

To establish trust in a remote setting, it's crucial to prioritize communication by scheduling regular check-ins using various tools like video calls and instant messaging to accommodate different preferences. Clear expectations regarding roles, responsibilities, and deadlines should be set, ensuring alignment with project goals. Leading by example through reliability and meeting deadlines fosters trust and encourages similar behavior. Open communication and feedback should be promoted, creating a culture of psychological safety where team members feel comfortable expressing concerns. Additionally, organizing virtual team-building activities like informal chats or online games helps strengthen camaraderie.

Building trust takes time over virtual life, however once it is there lots of things become easier. It can be reached through consistent and close follow up at the beginning

In a remote setup, where face-to-face interactions are limited, trust becomes even more crucial as a foundation for effective collaboration and productivity. Building trust in a remote environment goes hand in hand with effective communication and transparency. This can be enhanced by scheduling regular check-ins, getting status updates, and creating open channels of communication to help bridge the physical distance and foster a sense of connection and shared understanding. On the flip side the Program Manager should ensure that a balance is maintained and they are not seeking status updates from resources frequently otherwise the team will feel a lack of autonomy and overwhelmed which is counterintuitive to what they are trying to do.

Building trust takes time over virtual life, however once it is there lots of things become easier. It can be reached through consistent and close follow up at the beginning

Some challenges are born out of thin air, but most form over time. It is important to have robust risk control practices so that, as a PgM, you are not surprised. Early identification is well correlated with reduced impact. For the solution, it is imported to make sure that the team working on the resolution is sharing the right communication patterns and platforms and are able to properly collaborate.

It's essential to prioritize communication through clear channels and defined response times, employing various tools like video calls and messaging platforms. Embracing asynchronous communication allows team members to contribute on their own schedules, supported by project management platforms for discussions and document sharing. Regular virtual meetings, along with team-building activities, foster connection and collaboration, while clear goal-setting ensures alignment and accountability. Leveraging technology, setting boundaries, and maintaining routines are crucial, as is proactive communication with managers to stay aligned and showcase results.

It is important to be someone that people want to work with. When it comes down to it, you may have to ask someone to shift their focus to another priority in order to meet a deliverable. Cultivating culture, to me, means being a team player and connecting with your team beyond the usual random Zoom chat. This shows that you care and view them as human beings. Being a positive person and not reacting poorly to bad news (if it happens) will make it much easier for you to manage your program resources effectively.

Any type of work environment be it WFO or remote or hybrid, requires a strong culture. We might have a tonne of technology or motivation to lead a team, but without a proper culture, the work load will tend to shift towards toxicity. The team should not be burned out or forced to choose between personal time and professional goals to keep the job or the role. This can only be fostered by a healthy work culture with focus on frequent time off for unwinding, open discussions , cross functional collaborations etc.

Creating and sustaining a positive culture as a remote Project Manager involves fostering inclusivity, open communication, and consistent recognition of team efforts. One effective method I've implemented was a weekly appreciation segment during our Friday meetings. This segment is dedicated to recognizing and thanking individuals, inside and outside our team, for their contributions and support. I will often highlight the efforts of a team member who went above and beyond to assist colleagues from other departments, which both boosts morale and also reinforces collaboration. This practice of appreciation not only makes everyone feel valued but also strengthens our team culture, promoting a positive and supportive work environment.

Cultivate a Positive Culture Implementation: Celebrate successes, recognize individual and team achievements, and create an inclusive environment where everyone feels valued.

To cultivate and support an effective business culture, trust must be two way and integrated as part of your day to day work life

Main challenge in managing remote project team is to have everyone working as a team. Meaning that you need to have trust, alignment, empathy and understanding of one other. In order to have this, program manager needs to be able to communicate effectively with everyone and enabling the same vice versa. Have agreement on expectations, set alignment, create consistent cadence that provide stability, and above all, create some fun in the interaction to build camaraderie.

it is important to be aware of the various pros and cons .On one hand, remote work offers increased flexibility, better work life balance, and the ability to work from anywhere. This can lead to higher productivity and job satisfaction among team members. However, challenges such as communication barriers, feelings of isolation, and difficulties in maintaining team cohesion may arise. By fostering open and transparent communication, implementing effective remote collaboration tools, setting clear expectations, and providing support and resources for team members, program managers can successfully navigate the pros and cons of remote work to ensure a cohesive and productive work environment.

From my experience, I would, - be consistent with my timing and availability. Dependable . - be cognisant of the team’s time zones. Global. - be cautious when dealing with the same situation but a different team member. Two scenarios are often not identical. Open minded and empathetic.

What I found coaching in this space is, what “re-contracting”might be required to recognise the change in circumstances from on-premise to remote working. The psychological difference may require considerations not always apparent at the start of the change. For example as program lead continuously multi tasking, burn out is one of the factors which becomes increasingly prevalent. Left to your own devices trying to over compensate, with out visible others to hold you to account for your own well-being. Asking the fundamental questions, what differences in our work environment now needs to be considered, or what additional support may be required etc, etc. Remembering all the while, you are the most important asset of the business.

We can't talk about program management without addressing the communication channels and the needs of the program's other project managers. This is not only about communication or getting things done. As priorities shift, so is the PgM focus. Providing consistent attention to remote PMs who are out of the current critical path is essential for the long term. We don't want to rebuild engagement but keep the engagement even when the specific project is "slow." That can be achieved with proper PMO/PgM sync, which is 80% productivity and 20% Social. That needs to be built into the Program.