I’ve been in the Project and Programme space for a long time now. I’ve learnt many things from every contract that I’ve undertaken, and the one that I like to practice all the time is ‘Air Cover’
When I work in a role as a Project Manager, my little tanks are rumbling towards the deliverables, the goals of the project. I’m collecting information from above and below, I’m planning where to point my tanks, I’m making sure that all the tank drivers are doing their best to make sure that we can all do a little high five at the end of the campaign, and share a beer whilst congratulating ourselves on a job well done.
I am the tank drivers ‘Air Cover’ and I’m driving my PM-Tank. (It's got a few more toys than the other tanks, but not many but I know this tank inside and out, I've been driving it a long time and we've seen 'action' together.)
I work with the tank drivers using my own 4M approach (Manage, Motivate, Monitor and Mentor) to make sure that we all work together as a team to get to that end point. Some may need managed and to be told exactly where to drive the tank (“This way Fred!”) Some might need to be Motivated to even get in the tank (“Doing a crackin job in that shiny tank Fred”), and some might need to be Monitored (“Oy Fred, Don’t drive off too fast mate or you’ll run out of fuel”). A few might need to be Mentored (“Lets see how we can upskill you Fred to make you a better tank driver”)
I am the air cover that they need to ensure that we all get to the end point. I’ve done this before, and I know how we can get there all together. Those tank drivers trust me that I’m not going to put them in harms way, and when the muck & bullets start flying they know and trust that I’ve got their back.
So what happens when the muck & bullets get too big or I have a problem? I call on MY Air Cover.
This is where my experience in Programme Management comes in…
As Programme or Portfolio Manager, I’m in a big plane with bombs and guns attached, for just that situation – but I only use them if I really need to.
Normally, I’m flying above lots of PM-Tanks, getting updated information on the target, ensuring that PM-Tanks are kept informed, answering the questions from the PM-Tanks, making sure that they are all getting the right information. I also make sure that they are all ok driving the PM-Tanks. I also want happy PM-Tank drivers. They keep me informed about what is happening on the ground too (“The ground is getting a bit boggy down here Guv”) so that I can work with them to agree a different route (“There is higher ground to our left, shall we use that?”) or give me information that I can pass back to HQ (“Fred’s tank is not going as fast as it should and we’ve had to slow down”) so that they can advise on the risks and might be able to assist in a solution (“Its ok PM-Plane, we can supply you with a different tank for Fred”) or (“Message understood PM-Plane, we agree that it will take a little longer and we’re ok with that. If you can try to fix Fred’s plane with what you have, please do”)
However, when the bullets start flying towards PM-Tanks and their tank drivers, I’m there to either negotiate with the shooters, or in a last resort, fire off a few rounds myself to deal with the problem. If that doesn’t work, then I call on MY air cover, HQ to decide on the action. Then I can tell the PM-Tanks the updated situation. The PM-Tank drivers rely on my PM-Plane as their air cover. They trust that I can help them to avoid the muck and bullets due to my elevated viewpoint, or in the event that it can’t be avoided, I’ve got their backs to get them through it. So that I can do a little high five and have a beer with them afterwards too. (once I’ve landed the plane, obviously). And we can regale each other about what went right, and what went wrong, and how we can avoid Fred’s tank from slowing down on the next mission.(“I didn’t upgrade my tank to Tank-IOS 12.2 Boss”) I use my 4M approach with the PM-Tanks too.
We’re all somebody’s air cover, and somebody is ours.
The tanks are there to protect the people. That’s the ultimate aim in this. It might be that our competitors are overtaking us, or that new technology is leaving us behind. It could be that we need to be more streamlined and use new processes. Whatever it is, we need to protect the people.
The PM-Tanks are there to protect and assist the tanks. They are the tanks Air Cover. They have the knowledge to deliver to recognised standards, and do it day in, and day out.
The PM-Plane pilot is there to make sure that the PM-Tanks are protected and assisted. They are the PM-Tanks air cover. They have been a PM-Tank driver and know what they need to do to ensure that the PM-Tanks can deliver.
HQ is there to protect the PM-Plane, and ensure that they resolve any issues. HQ is the PM-Plane’s air cover. The likelihood is that HQ has never been a PM-Plane pilot, or a PM-Tank driver. They don’t need to have been. They rely on the information coming from the PM-Plane pilot to make the right decisions. There shouldn’t be many, and they just need to be reassured that PM-Plane pilot has got it covered, or needs assistance. It might be more tanks, it might be more time, or it might be that the target has changed, but they ultimately are kept informed and are able to make the correct decision at the right time.
I know that this has been a bit of a long winded way of explaining my ‘Air Cover’ thinking, and if you re-read it replacing the following:
Replace ‘tanks’ with Workstream Leads or SME’s
Replace ‘PM-Tank’ with Project Manager
Replace ‘PM-Plane’ with Programme or Portfolio Manager
and finally, replace HQ with Sponsor or Programme Board
But in all reality, you’ve probably been doing that all the way through anyway. That’s how we think.
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