There are many different topics that we can discuss that fall under the general category of Project Management that stimulates thinking, good discussion and the ability to share and explore a variety of subjects and topics. At times, we find ourselves talking about topics that simply interest us greatly; are topical in nature; have a current meaning or problem to solve. This one (for myself) is very topical in nature. Operating in the ‘Consultants World’ will give you the opportunity to experience many different situations; organizations and certainly will give you the opportunity to deal with new assignments and responsibilities. For me, that is once again happening. Given the fact that I am about to start a new ‘assignment’, this seems like a good time to visit the area of Program vs Project Management. While many of us have worked successfully in a true Program Management capacity, many more of Project Management community will soon be taking on our first assignment in Program Management. The articles and information that we will explore over the next several weeks will center around making that transition from ‘Tactical Project Management Execution’ to a role whereby the responsibilities are much different and require a different outlook and toolkit from which to draw.
Of course, that brings us to the inevitable task of really trying to understand what Program Management is, and what it is expected to deliver. To start with, we will take a look at the definition(s) that Wikipedia offers up, since many are using this resource to find answers and definitions. Wikipedia indicates that ‘Program management or programme management is the process of managing several related projects, often with the intention of improving an organization’s performance. In practice and in it’s aims it is often closely related to Systems Engineering’. While this is a decent start in defining Program Management, it lends itself directly to the view that Program Management is related to some type of IT/Systems endeavor that addresses the overall or Global need of the organization. While that can be the case, a more traditional view may well be defined as follows (also from Wikipedia). ‘Programs deliver outcomes but projects deliver outputs, program management is concerned with doing the right projects’.
We could look up and find all types of definitions for Program Management, that deal with and address specifics for Industry, Technology, Business, and other areas. However, most of us can agree that the Practical Aspects of Program Management center around the view that a Program is a larger group of related Projects, that are generally dependent upon each other to successfully execute and deliver the outcomes desired by the business or organization. That will be the view that we will use and relate to while discussing Program Management.
What is the Role of the Program Manager
Depending upon the organization and the structure that it operates under, the role of the Program Manager can be varied. Let’s take a look at some of the traditional roles that we find within industry, and try to find at least one that meets the needs and goals of executing Practical Program Management. A traditional Program Management role that has been use and some organizations utilize today are ‘Programs’ that rely on the Program Manager to simply ensure that the Program delivers the outcomes needed; on time and within budget. I like to think of this as more a budgetary or ‘Financial Program Manager’. In this type of role, the deliverable(s) and/or outcome are generally set by someone else or quite possibly by a steering committee. The general role of the Program Manager tends to be administrative in nature and to ensure that team is marching to the music as written; stay within the guidelines and rules of operation; let the team deliver the final product or service as laid out.In short, the Program Manager is really tasked with tracking the progress against plan, and in many cases has little real ability to change direction or influence the the eventual outcome or direction. This type of Program Management is best utilized when you are undertaking a major program that the organization has performed in the past; the team has had success delivering similar results previously; and what is needed is a Program Manager that is there to track, control and report on progress. Typically, this type of Program Management position requires familiarity with organizational tools and processes and does not rely as much on the ‘soft tools’ to manage challenging situations.
The next type of Program Manager that we will look at is one whereby a very experienced and competent technologist is needed to formulate and lead a Program effort whereby a significant amount of innovation and ‘technology related change’ is needed. This could easily be defined as a ‘Technology Program Manager’; whereby ‘specialized technology knowledge and experience’ is needed to solve next generation type of problems for the organization or client. This type of program management can also encompass the skills and needs of the ‘Financial Program Management’ – but traditionally one will not find both of those skill sets present in the same person. Those that are experienced and very successful in leading ‘technology change’ are not typically people that also adhere well to tight controls; processes and operating within known guidelines. Their primary objective is to grasp the challenge; find a solution and to implement the solution. The operate and succeed when they are able to ‘push the envelope’ and think outside of the box – routinely. In this type of scenario, the Program Manager is generally asked to develop and set the ‘Technology Direction’ and to solve the primary problem with less emphasis on ensuring that the financial goals and objectives are met. This is a key point that we will explore in coming weeks, for at some time it will be necessary to determine what the ‘Critical Success Factors’ are in the program that is to be managed.
The form or type of Program Management that is generally most desired, and the one that we will concentrate on is the ‘Practical Program Manager’. is one whereby someone is tasked with leading a large Program endeavor which requires both a good balance of the Administrative Program Management skills, along with the Technology Program Management skills and to a large degree brings considerable experience and knowledge on the effective use of ‘Soft Skills’ to accomplish the goals. While many of us aspire to arrive at and be successful at this level, it generally takes a considerable amount of time and experience to operate at this level. The Practical Program Manager will need to understand and utilize some of the key aspects of the Financial Program Manager, so that the program will not only deliver the changes that are needed, but will also adhere to the budget, schedule and quality aspects of the tasks at hand. Additionally, it is quite likely that the Practical Program Manager will need to have a good solid working knowledge of the ‘Technology Change’ that will be undertaken. This does not necessarily mean that the Program Manager will have to lead the technology area, but to be successful they will need to understand and follow the technology direction and often times help ‘guide and enable the technologists’ on the program to a beneficial, reliable and dependable solution.
While the ‘type’ of Program Manager you are going to be is driven by the organization, your abilities and the outcome needed – they all share the common goals and activities that are needed to move from Project Execution to dealing with Program Management Execution. We’ll tackle some of those challenges in the coming weeks.
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