Can you push teams too hard when implementing a service management program? Service management programs can be extremely demanding through significant pressure from the business to see a return on investment very quickly. Often the pressure is so high that strict program governance/control is thrown out the window and the program team just gets started.
In such cases, the program manager can attempt to push the program delivery team as hard as possible, to deliver as fast a possible. This reactive style, in combination with little time to build team moral, can severely affect the team’s motivation to deliver. The team can also turn on the program manager and use any opportunity to pick holes in their work, which is not difficult if sufficient program governance is not in place.
I’ve seen such situations where the program manager has been ousted as a result of pushing their team too hard. The project is then significantly delayed as a result of a change in leadership and in turn defeats the whole purpose of pushing hard to get fast results in the first place.
In my opinion there is nothing wrong with pushing hard when delivering such programs. However, team moral and motivation are an essential part to delivering programs successfully and must never be discounted. The same applies to having strict program governance in place. Without it, the chances of the program delivering to objectives are extremely slim and this benefits nobody.
Feedback and comments are always welcome!