Program Managers: More Than Just Super Project Managers
Bob McGannon, PMP

You have successfully managed increasingly larger projects and are looking forward to “taking the next step” in your career path and assuming the role of Program Manager in your next assignment. An exciting opportunity, program management provides the means for managing larger and more complex inter-related projects. Beware however; the job of the program manager is more than just being a very competent project manager – a whole new set of skills is required to handle the myriad responsibilities that come with program management. Let’s examine a few of the unique aspects of program management.

Business Focus

First and foremost, the greatest apparent change when moving from project management to a program management role is the focus on the business surrounding the program. This business focus significantly reduces the manager’s direct involvement with the projects and their deliverables. Positioning the program from a business strategy perspective, understanding the priority of the program against other active initiatives your business has in the portfolio and determining the sponsorship approach with a number of senior executives is required, just to initiate the program. From that point forward, a complete understanding as to how the product(s) of your program are going to impact the marketplace – for your business directly and when compared with your competitors – is required on an ongoing basis. This diligent focus on the business is required to maintain the vitality of the program and continue to ensure it maintains its place in the priority of your sponsoring business.

Dealing with multiple business stakeholders - who often aren’t sharing the same agenda – present a real and ongoing challenge for the program manager. This aspect of the program manager’s business focus can be especially significant because the stakeholders in conflict often hold positions of great prominence in the organization. Negotiating, making the correct level of decisions – exercising control of the program and its projects without usurping the authority of a major stakeholder – can be a tricky yet vital part of the program manager’s business responsibilities.

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