Competing Interests

Managing A Program Containing A Rival's Project Is A Tricky Balancing Act

It's a dream role for consultant organizations: oversee an entire program for an enterprise customer. But things can get tricky for IT program managers. Larger enterprise customers tend to rely on multiple technical partners to help drive their projects, as this helps minimize risk and promote competition between partners. Challenging situations can arise for program managers. In some cases, they might find themselves responsible for an IT program containing projects being executed by both their organization's teams and competitors' teams. The conundrum is this: How can a program manager promote the success of his or her own organization while still supporting the success of the customer's entire program?
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