PERSPECTIVE: January 2010

Executive Sponsors of major transformation programmes should expect executive level capability from interim programme managers and resist the temptation to settle for anything less

A variety of discussion threads about programme and interim management carry heated debate about the definition of these terms and whether there's a legitimate and useful distinction to be made between an 'interim' and a 'contractor'.

As with many discussion threads, they carry kernels of truth while also risk generating more heat than light.

Interim programme delivery specialists - regardless of whether they are called directors or managers - need to offer their clients considerably more than 'box-ticking' project management.

Clearly, they need to be equipped with a full set of technical programme management skills and tools and be confident and competent enough to work flexibly within a range of formal methods.

But they also need to bring these skills to bear in the context of executive competence.

For example: being comfortable with and dealing with ambiguity is widely recognised as a key executive competence. A large scale operational transformation programme involving multiple sub-projects; work sites and specialist suppliers will be awash with alternative approaches and widespread ambiguity. The programme manager will also need to be alive to extensive dependencies in the wider business environment and must be ready to modify the approach or change course in response - and take such changes in their stride.

Equally, an ability to drive success by taking action and seizing opportunities is key. Many junior project managers see their role as one of 'monitoring' rather than managing and leading.

Executive Sponsors should insist that their interim programme managers demonstrate the same sophisticated leadership skills expected in the Boardroom. This is the only way to build confidence in achievement of the required outcome since managing major transformation requires people who are equally at home in the Boardroom as working with front-line staff and third party suppliers.

The author is Teasel Director, Tim Burfoot