A program manager is overseeing a complex software development program. An unresolved technical dependency in one project now threatens to delay a critical deliverable in a separate, parallel project. The respective project managers have been unable to agree on a path forward that satisfies both project constraints. What is the program manager's most appropriate next step to manage this issue?
Instruct the project manager of the delayed project to accept the delay and immediately re-plan their schedule around the dependency.
Facilitate a meeting between only the senior technical leads from both projects to identify a technical workaround independent of the project managers.
Authorize overtime for the impacted project team to mitigate the delay and keep the program on its original schedule.
Escalate the issue to the program governance board, presenting an impact analysis on overall program benefits and recommending a course of action.
The correct action is to escalate the issue to the program governance board. Since the issue involves a conflict between two component projects and impacts overall program objectives and benefits, a decision must be made at a higher level of authority that can take a strategic view of the entire program. Instructing one project to accept a delay is premature and fails to explore optimal solutions at the program level. Authorizing overtime is a tactical, reactive solution that addresses a symptom (the delay) but not the root cause (the inter-project conflict) and may have unapproved budget impacts. Facilitating a meeting between only technical leads bypasses the project managers and ignores the broader program-level implications of cost, schedule, and benefits realization.
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PgMP
Program Life Cycle Management
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