Yo @dmbennett! Good to see you on the board!
I got to say, it doesn’t sound like you have been tasked with managing a program, but rather how to managing scaling Agile:) When I think about Agile program management, I think about a large initiative that several teams are working on in which cross team collaboration and integration is paramount. You been tasked with much more.given the summary provided.
“It’s more complicated than a collection of projects, it’s a combination of a collection of projects and teams. In some cases it’s a specially formed taskforce that is a collection of people from different teams that have different skills and knowledge that can help push forward a cross-functional initiative”
“Politically diverse set of programs”
I sense some anti-patterns from both these comments. What immediately comes to mind: is leadership aligned or are personal agendas driving dysfunction in the system such as:
- To much WIP
- Plan Driven Allocations instead of Value Based Focused Teams
- Bottlenecks in that only a few people can do certain tasks. See “Brent” from the Phoenix Project.
Throw in the whole tech-ops ask, and you really have cluster duck. I don’t know man, something just smells fishy…
Look forward to your response and more details