How to prioritize challenges while owning multiple programs

Program managers, much like head chefs or air traffic controllers, are responsible for juggling multiple programs at once. Knowing how to prioritize multiple programs is key—not just for the success of each program but also for achieving company goals. As a #planner, it pains me to admit this, but sometimes things won’t go as planned. In fact, most things won’t, especially in highly collaborative and visible programs.

‍

In this post, I’ll share strategies to manage the chaos that comes with owning multiple programs, and quick tactics to resolve issues when things inevitably go left.

‍

First, carve out time for daily program review

In my current role, I oversee three programs, each with varying levels of activity throughout the year. For instance, the Webflow for Students program sees almost 1.5x more applications in September than any other month. While not all programs require deep work every day, I make it a priority to check in on each one regularly. I dedicate an hour each morning for a general review, which helps me spot any issues or urgent priorities early on.

‍

Next, refer to your metrics and recenter yourself and the program. When you encounter a gap or pivot point, take two steps: 1) define the problem and 2) assess its priority. To determine priority, consider the following factors:

• Company priority: How important is this issue to your organization?
• Level of collaboration: How many teams are involved? Low collaboration might involve just you and a colleague, while high collaboration includes multiple teams.
• Risk potential: What are the consequences if the issue remains unresolved? High risk could disrupt the entire program and impact everyone, while low risk may affect only a few people.

When you add all these considerations together, you can clearly see which issues require immediate attention.

‍

Putting this together

Let’s take it to the board!

• Program A is lower priority, but highly cross-functional 
• Program B is the highest priority, but the only owner is you 

During your daily review, you see that Program A’s automation workflow broke late last night and Program B’s proposal was rejected by a stakeholder.

How would you handle this?

Since Program A is highly cross-functional, it’s important to communicate the issue promptly, even if it’s not your top priority. You should inform the relevant teams by sending a message along the lines of, “FYI: It looks like our automation is currently down. I don’t anticipate this will impact any workstreams, but I wanted to give everyone a heads up. I plan to resolve this by EOD Tuesday.” This keeps everyone in the loop without requiring immediate action, allowing you to prioritize communication over immediate fixes.

With Program A addressed, you can now focus on Program B, which is the highest priority and higher risk, even though it requires less collaboration.

By handling communication for Program A first, then shifting your full attention to Program B, you're effectively managing both program challenges!

‍