Having recently completed a rigorous PgMP bootcamp, you’re armed with invaluable knowledge of program management methodologies, frameworks, and best practices. This structured learning provides a vital foundation, a roadmap for navigating complex initiatives. However, the (transition) from the classroom to the corporate trenches quickly reveals that real-world program management demands something more – a potent blend of methodological discipline, gritty street smarts, and unwavering toughness. Don’t get me wrong with this article…I do value greatly what I am learning as I approach my PgMP Cert Test and the core teachings that I’m sure I’ll apply, but I feel there is another dimension that is needed and I’m not sure it can be trained as easily.

Bootcamps and certifications excel at imparting the science of program management: the processes for strategic alignment, benefits realization, stakeholder engagement, governance, and lifecycle management. You learn to define scope, manage risks, plan resources, and track progress with precision. This theoretical grounding is indispensable. It provides a common language, a set of proven tools, and a structured approach to tackling large-scale endeavors composed of multiple interconnected projects.

Yet, the reality of driving programs within dynamic organizations often diverges from the (textbook) scenarios. You’ll encounter:

• Ambiguity and Shifting Sands: Project requirements may be ill-defined, organizational priorities can change mid-stream, and the competitive landscape is in constant flux. Methodologies provide a framework, but street smarts are needed to interpret subtle cues, anticipate shifts, and adapt plans on the fly when the clear path dissolves into fog.
• Complex Human Dynamics: Programs are delivered by and for people. Navigating competing agendas, managing difficult personalities, influencing stakeholders without direct authority, and fostering collaboration among diverse teams requires more than just a communication plan. It demands emotional intelligence, political savviness, and the ability to read between the lines – true street smarts in action.
• Unforeseen Obstacles and Crises: Despite meticulous risk planning, unexpected issues will arise – technical glitches, resource sudden departures, market downturns, or unforeseen regulatory changes. This is where toughness comes in. It’s the resilience to absorb setbacks, the mental fortitude to persevere under pressure, and the ability to make tough decisions when the stakes are high, even without perfect information.
• Bureaucracy and Resistance to Change: Large organizations often have ingrained processes and resistance to new ways of working. Pushing a transformative program forward requires not just a solid governance model but also the toughness to challenge the status quo, negotiate roadblocks, and champion the program’s vision in the face of inertia.
• The “Unofficial” Organization: Beyond the org chart and formal processes lies the informal network of influencers and decision-makers. Street smarts involve understanding this hidden structure, knowing who to talk to, how to build rapport, and how to navigate the unwritten rules to get things done.

Toughness in program management isn’t about being abrasive or unyielding. It’s about resilience. It’s the capacity to bounce back from disappointment, to stay focused amidst chaos, and to maintain a positive outlook for your team even when facing significant challenges. It’s about having the courage to deliver difficult news, to hold individuals accountable, and to make the hard calls necessary for the program’s success.

Street smarts, on the other hand, are about practical intelligence. It’s the ability to quickly assess a situation, understand the underlying motivations of stakeholders, find creative solutions with limited resources, and navigate the political landscape effectively. It’s the intuition that comes from experience, the ability to connect seemingly unrelated pieces of information, and the knack for building strong relationships that can make or break a program.

Successfully leading programs in the real world requires program managers to be ambidextrous – adept at wielding both the structured tools of formal methodology and the fluid skills of street smarts and toughness. The methodology provides the essential framework and discipline, ensuring that critical aspects of the program are addressed systematically. Street smarts and toughness provide the agility, adaptability, and human-centric leadership needed to navigate the unpredictable and often challenging reality of execution.

Therefore, as you move forward from your own “PgMP bootcamp” or classroom learnings, remember that your certification is a powerful enabler, but it’s just one part of the equation. Cultivate your street smarts by actively observing, listening, and seeking to understand the organizational dynamics. Look and listen to leaders who do this day in and day out. Develop your toughness by embracing challenges as opportunities to learn and grow, building your resilience, and practicing decisive leadership.

The most impactful program managers are those who can seamlessly blend the science of the methodology with the art of real-world navigation and the Fortaleza (strength) to weather any storm. Embrace the lessons of our awesome bootcamps, certifications and such, but never stop honing your street smarts and toughness – they are your most valuable assets in the complex and demanding world of program management. I think only then you can take your learnings and really make them shine.