Experienced technology project managers focus on delivering transformation programs in scope, on budget and on time, often customizing project management body of knowledge for their specific needs, as opposed to reusing templates when they’re not required. While this programmatic and process-driven IT execution works well for IT service delivery or meeting internal IT audit requirements, it requires technology project managers to understand the system development lifecycle and the specifics of the software to act as a bridge to drive technology adoption and acceptance by the organization. In many ways, these project managers must become de facto technology product managers to ensure software meets the organization’s current and future needs.
Enter the case for fostering a hybrid management mindset that bakes tech professionals into an integrated, next-gen position from the get-go.
What does next-generation technology transformation management look like?
A quick market scan of project manager and product manager job descriptions shows the two roles overlap in many ways. From relevant industry experience to technical, functional, commercial and leadership skills: these positions definitely share some common traits and requirements.
However, gaps do exist. Technology project managers aren’t typically involved in developing the software used in transformation programs. Their role is more focused on ensuring the software works as part of transformation scope post-purchase. By comparison, technology product managers don’t generally engage with the transformation team post-purchase. While they may receive anecdotal feedback on improving the software for future releases and potential repeat purchases, product managers can often be disconnected from formal review channels and post-transformation discussions.
Connecting the skillsets of the traditional project manager with the capabilities of a product-centric manager gives way to a next-generation technology transformation leader with the combined skills to drive end-to-end progress. That reframed role can enable these managers to better:
- Manage and lead a client’s technology product management requirements for specific software right through to product launch
- Guide the transformation agenda by employing a specific software to support transformation in scope, on budget and on time
- Provide continuous improvement via project feedback sessions to improve the software for future releases and enhanced project outcomes
- Transition from daily tech product management to ongoing tech project management once the product is launched
How can businesses shift from project to product organizations?
Moving from a project-focused organization to a product centric one requires strong governance. Cementing that structure at the start of this transition aligns all functional areas towards a common goal. That governance structure also allows you to measure progress and stay on track. The best governance structures will connect six priorities through regular reporting and metrics:
1. Business and technology: Close coordination to validate that technical capabilities and business practices support the delivery of value to customers and the achievement of business goals.
2. Project to product: Monitor and steer the transition from project-based delivery to a product-centric approach, with a focus on delivering value to customers throughout the product lifecycle.
3. Communication: Establish clear and effective communication channels to keep all stakeholders informed and engaged.
4. Metrics and reporting: Monitor Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs) to drive the metrics and reporting that will be required to govern and manage product delivery..
5. Alignment: Validate that all teams are working towards common goals and delivering value to customers.
6. Inspection and adaption: Gather feedback on the product increment and/or Minimum Viable Products (MVPs) to create clear accountability for learning and improvement and provide timely customer, performance and financial results data to make decisions.
What’s the bottom line?
Organizations don’t need separate product managers or project managers for transformations to work — they need a new hybrid role. Success now depends on your ability to empower a truly end-to-end transformational leader who blends general and technical project management capabilities. This is how we can unleash the full power of digital transformation and the full potential of every transformation dollar invested. What’s more, embracing this approach fosters continuous innovation for sustained and continual enhancements, and ongoing client success in this complex operating environment.
How can EY teams help?
EY teams can help design and implement a tailored, fit-for-purpose transformation governance framework to facilitate and support your success. We operate as a single point of accountability, managing detailed transformation programs and engaging next-gen tech project managers to put humans@center and bolster your success.
