The Challenging Job of the Program Manager

By Ginger Levin, PMP, PgMP, PMI Certified OPM3 Assessor and Consultant

Increasingly, organizations turn to program management as the best approach to deliver business changes in a coordinated manner.

While program management may be new to some organizations or may have been used for years in others, programs are established as a way to group multiple, related projects to achieve benefits that may not be realized if the projects were managed in a stand-alone fashion.

Because of this, program managers perform different roles and have different responsibilities than project managers. The biggest difference is the scale on which the program manager operates. Since programs consist of multiple, related projects, the program manager has that much more to manage in terms of stakeholders, resources and requirements. It’s a challenging position.

As the program manager, you set the stage for success for the project managers who report to you. This means you develop an overall program plan and provide guidance to your project managers as they develop their own plans.

Your focus is on coordinating the work between the projects that make up the program and resolving any escalated conflicts or issues since you are identifying, monitoring and tracking interdependencies and benefits of each of the projects.

You also must lead and manage people to deliver the projects in your program in a way that provides added value and a greater contribution to your organization’s strategic goals and objectives. You are not trying to minimize and actively control changes, but instead you expect change because of the scope of the program. You need to embrace change and then manage it effectively.

You also must strive to monitor the progress of each project and ensure the goals, budget and schedule for the program are met.

There are some things you will do as program manager that are similar to the responsibilities of a project manager.

You will need to provide vision and leadership to your team and help each team member recognize how his or her contributions support the goals of the program and its overall direction.

Also, even though each project has its own stakeholders, you have to manage the program’s larger, more diverse group of stakeholders. You must communicate with them, identify their requirements and manage their expectations throughout the program for overall success.

Of course, in the end, your success is measured as to how well you have achieved the requirements and benefits of your program.

PMI’s Standard for Program Management—Second Edition helps program managers find the best means for achieving organizational goals that drive success.

Maybe you have practiced program management for some time and would like to validate your competency in performing program management by earning a professional credential. PMI’s Program Management Professional (PgMP)^® can give you recognition, credibility, and help you stand out in this competitive profession. Find out more or apply.

A future article will describe the program management life cycle, the benefits life cycle, and the importance of governance in program management.

Dr. Ginger Levin, PMP, PgMP, and a certified OPM3 Assessor and Consultant, has been active in managing programs for more than 20 years. She welcomes your comments and questions.