That is, the new capability. Although knowledge of the business is important, there is more stress on his or her program management skills. The program manager must have practical experience of having been a project manger for large and complex initiatives. The program manager must have strong practical experience in project management, which was gained through managing large and complex projects. He or she must have the following:. One of the fundamental differences between program management and project management lies in the management and realization of the benefits.
That is, the clear and measurable added value brought about by the integration and utilization of the newly delivered capability. Whereas project management deals with outputs products or deliverables , program management deals with outcomes, the final result brought about through the utilization of such outputs.
The role of the BCM is that of planning and managing the realization of the benefits through the integration of the new capability within the business practices. Where there may be more than one business area impacted by the program, a BCM for each of these areas should be appointed, one of which will act as the senior BCM.
The BCM must have a strong background and ongoing operational responsibilities in the relevant business areas affected by the program. The BCM should also have good negotiation skills, interpersonal skills, chaos management skills, and prioritization skills.
The program management office has similar functions to the project management office but on a larger scale, higher level, and a wider perspective. The PMO has a manager responsible for its functions: the program office manager. The skills required for the role of the program office manager are very different from those of the program manager. The program manager role is a hands-on role and requires strong leadership and people skills.
It is, nevertheless, very beneficial to be aware of what skills are easier to learn that others. Then, each individual needs to be honest with themselves in deciding whether to undertake such a learning effort or not.
For example, one may argue that communication skills can be learned and with practice, a motivated, yet not so good a communicator can become a good communicator. On the other hand, leadership skills are unlikely to be acquired through reading and training at a mature age and as such if one is lacking in leadership skills, then he or she will do well to acknowledge so and concentrate on their stronger attributes and acquirable skills.
A useful tool when assigning the various roles in a program is to draw a simple matrix for each role and outline the skills required for the particular job against the skills held by each candidate. An example is as follows:. Program management is a distinct discipline from project management, and although most project management roles are present in programs since programs contain projects , there are roles within program management that hold distinct responsibilities and as such require particular skills that differ from their counterparts in projects.
This constitutes the largest distinction between the two disciplines and is mostly visible in the role of the business change manager. When selecting the program board and team, one must be aware of the skills needed for the particular roles within that program. Although some skills can be learned, others will be harder to learn or acquire for someone who does not already possess them.
Office of Government Commerce. Successful delivery skills. Managing successful programmes 3rd ed. By Brown, Marisa Townsend, Stephen Bolstered by the increasing rate of change in many markets, organizations are seeking ways to get to market faster, deliver greater value to customers, and better manage costs.
Open innovation, with…. By Garrison, Richard W. Case study in developing federal organizational project management capability. By Fister Gale, Sarah No matter their sector or location, organizations face a highly complex business environment that demands innovation and the agility to respond to shifting global priorities. Example 1 — To start a new website, which can be looked at as a program.
The related projects could be designing of the website, development of the website, running a marketing campaign for the website.
Example 2 — A new satellite system program with related projects for deigning of the satellite, construction of the satellite, designing of the ground stations, construction of the ground stations, launching of the satellite and integration of the satellite. The program manager must have strong practical experience in managing large and complex projects. He or she must have the following: -. You may also like: Project Management trends you need to look out for in the year One of the basic differences between project management and program management is the management and realization of benefits.
A project manager focuses on outputs i. This is where a business change manager comes into the picture. His role is that of planning and managing the benefits realization by incorporating and releasing the new capability within the business practices. The project management office is also called as a program management office as it has similar functions and a wider perspective. The program manager collaborates closely with the PMO staff, and together they provide the structure to achieve the business mandate.
Rather than micromanaging individual projects to fit the program, a successful program manager employs strategies that guide, referee, and integrate the various projects and the respective project managers involved in the initiative. A skilled program manager can coordinate the effort, communicate the vision, and offer a high level of oversight to bring together multiple related projects and, thus, create a business benefit or change.
Often, the program results in change that is felt through an entire organization. A business change manager BCM is in charge of handling the ensuing adjustments and works alongside a program manager to measure the key indicators and provide the needed business continuity through the shift. Additional supporting roles associated with programs or individual projects include the senior user, who represents the interests of users, and the planning coordinator, who manages logistics and communication.
Confusion continues over the function of program management versus project management. It may help to look at activity and outcome. In project management, you generally have a scope, a budget, and a timeline that result in a tangible deliverable.
In contrast, programs are more complex and have more cross-functional elements. It may be tempting for an organization to make projects bigger in scope and keep them under a project management process. However, the overall value of program management is the ability to take the sum of multiple project outputs and integrate them to realize a greater business outcome. As reflected and structured in job descriptions, those with progressive project management experience are good candidates to transition into a program management role.
Excellent organizational, administration and management skills are of high value in both professions, but program managers should also possess or develop skills that enhance their ability to look at the big picture, negotiate through disputes, and provide inspiration. These intangible soft skills are often needed to successfully construct frameworks and mentor the people who develop program outcomes.
When you understand the differing roles of a program and project manager, you know that the size of a program or project is not the sole defining element. Instead, you recognize the functional process that has distinct goals. Some of the differences can be seen in the following table:. Part of today's business environment involves enacting large and complex activities and initiatives, and skilled program managers are needed to lead them. From marketing to manufacturing, customer support to new product development, programs guide the project teams to develop business benefits that provide competitive advantages.
But it is also true that many organizations augment the project management role rather than initiate a new program manager position or a program management office. You can learn program management skills through both training and education, but program managers also have personal attributes such as self-confidence, common sense, and dependability.
Many of the marks of leadership and preparedness that drive project success are valued traits for a program manager. To become a program manager, you need knowledge of project and program management methodologies and a desire to head initiatives that are often greater than the sum of the individual parts. A program management professional is organized and task focused, and is also a leader and a team builder.
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