Unlike project management, which zeroes in on delivering specific outputs or deliverables within the defined constraints of scope, schedule and cost, program management connects the dots among the interrelated group of projects, subprograms and program activities – known as program components.
A program aligns its components with business goals, manages interdependencies, and ensures that the combined value exceeds the sum of individual efforts. In fact, in the Standard for Program Management (SPgM), there is a principle (PR): Synergy.
The Synergy PR explicitly tells this: we create more than what was possible/achievable by a program’s individual component parts.
In this article, we know more on Program Manager. I’ll try to remove many misconceptions and will follow the same pattern as used in CIPSA course – What It’s and What It’s Not.
I'd also suggest that you read this article in combination:
Decoding A Program – What It Is and What It's Not
Now let's dive-in.
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1. Not only Knowledge and Skills, but also Principles.
Program management is not only the application of knowledge and skills, but also principles.
In SPgM for the first time, PMI has added a number of principles which permeates across various performance domains. Yes, knowledge and skills are needed to perform program management. However, principles are equally important.
For example, there is principle of Governance, which is a must-have in order to manage programs effectively.
2. Not only a Manager, but also a Leader.
The program manager is both the manager and leader of the program.
As PMI notes and I quote verbatim:
Program management is led by a program manager, who is the person authorized by the performing organization to lead the team or teams responsible for achieving program objectives.
You, the Program Manager, are the leader of the program. Make no mistake about it. However, leadership and management are not the same. To know more leadership, you can read this comprehensive article. The article is about project managers, but many aspects will be applicable to Program Managers, too.
3. Not Just Traditional, but also Agile.
While planned benefits' delivery in phase-based manner is well-understood, program benefits can also be delivered in an Agile mode.
Programs can have phase- or gate-based approach to deliver the benefits. One can also deliver the benefits in an Agile mode.
For the planned/target benefits to delivered in Adaptive mode, the approach is to deliver in an increment manner, i.e., we get incremental benefits. In Agile approach, iterations are typically used and incremental benefits are given at the end of every iteration.
Agile at Scale framework, such as Certified In Practical Scaled Agile (CIPSA), can be used for incremental delivery.
4. Not only Vertical, but Horizontal.
The program managers look at both the aspects – vertical and horizontal.
When I say both vertical and horizontal areas of program, there are many aspects to it.
As a Program Manager, you have to provide solid horizontal and vertical communications with the stakeholders. Another aspect is horizontal coordination with other program managers under the same portfolio, but also vertical support for the top leadership. After all, a program should be strategically aligned.
5. Not a Politician, but Politically Savvy.
A program manager is not career politician playing politics, but should be politically savvy showing sensitivity to diverse interests.
Your job is that a program manager, not of a politician. Many don't touch this aspect of politics, but I certainly will! Many organizations have too much political climate, where rarely anything gets done. This is one of the key reasons for their failures.
However, as a program manager, you need to be politically savvy. You need to politically sensible and pay close attention to the interest of the program stakeholders – especially stakeholders with high power, interest, and influence. However, you've to act with integrity, which is non-negotiable.
6. Not only Benefits, but also Strategic Alignment.
Programs delivery benefits taking a number of related components. Programs are also aligned with strategic objectives of an organization.
Programs are typically initiative within a portfolio. When a program is initiated a program manager is assigned. It's the job of the program manager to not only deliver the benefits, but also continuously align the program with strategic objectives while being in pursuit of the benefits to be delivered.
In other words, the benefits and value to be delivered are important to an organization's strategic business objectives.
7. Not only the Mentor, but also Facilitator.
Program Managers wear many hats, including those of a mentor and facilitator depending on the context and situation.
A Program Manager (or the PgM) acts as mentor while ensuring that standards and practices are understood and followed.
Coming to the role of a facilitator, here is an example. Program is a team of teams. But some teams may not be under the direct authority of you, the Program Manager. In such cases, facilitation may be required.
8. Not Managing Operations, but Managing Program Components.
Program Managers don't manage operations, but manage the program itself.
A program manager considers the program elements such as projects, subsidiary program and program related activities. Operations, usually, are not under the scope of the management, as they're ongoing in nature.
However, operational activities that directly related to a program's components may be considered as program-related activities.
9. Not One Governance Body, but Multiple Governance Bodies.
In practice, most program managers have to deal with multiple governance bodies, not just one!
The program management standard talks about approaches, principles, domains and practices for most of the programs, most of the times.
Nevertheless, considering governance, most program managers will have to deal with multiple governance bodies, not just one body. On ground, governance functions are performed through multiple governance bodies.
10. Not only Top-Down, but also Bottom-Up.
As a program manager, you've to be familiar with management of both types of programs: top-down or bottom-up.
In a top-down approach, programs are taken fresh to pursue new goals and objectives. This are usually initiated with a Portfolio. See PfMP Live Lessons – Guaranteed Pass for more details on portfolio and the initiatives within. An example can be an initiation of a program within a portfolio as part of organization's strategic planning cycle.
On the other hand, it's possible that some of the projects are already running and it was decided to run them together as a program. These projects/subprograms have relatedness and interdependencies and hence, they are better managed as a program.
Again, you – the program manager – have to know both these approaches and how to conduct various program activities in both the cases.
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Summary Table – Program Management
Conclusion
Program Management is not merely coordinating projects but goes beyond. It’s about creating alignment, enabling strategic execution, and driving long-term value for your organization.
When done well, program managers and program management become the bridge between organization’s vision and ground execution with a set of interrelated components.
As I wrote in the beginning, it’s about synergy – creating more than what’s possible by individual component parts. Indeed, it is!
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