The primary difference between these two roles is scope and ambiguity:
#Program manager how to#
Create a plan for how to reach a specific milestone that describes the stakeholder management and communications opportunities.Reviewing a queue to identify new work, monitor existing tasks, and unblock specific elements for the project team.Checking on the status of a deliverable to determine whether it will be delivered on time and within budget.The focus and scope of each program manager shape the specifics of how they engage with these practices.Ī typical day for a project manager can include: The program manager reviews outcomes to identify opportunities for improvement in systems, processes, or results. Specific program managers may lean into different areas, depending on their strengths. During the course of a program, a program manager optimizes the operating model to increase the likelihood of success and reduce the impact of risks.ĭecision-making takes many forms, from running a meeting with decision-makers, to compiling background information on what decisions are needed, or doing a comparative analysis of multiple options. This can include establishing communication channels and reporting methods, identifying goals, establishing priorities across the entire program. The operating model shapes how teams progress toward their goals. By partnering with stakeholders, a program manager can help guide project teams. These conversations provide key insights into the overall landscape. Maintaining the core elements of the program that set the foundation from team charters and other establishing documentsĪ program manager connects with stakeholders to get a sense of the wider context that surrounds goals.Defining the operating parameters and controls.Managing budgets and resources in cooperation with project managers.
Program managers are responsible for running the program, which includes: Ideally, a program manager can take corrective actions to reduce or manage risks in the portfolio.
A program manager should be aware of anything that could impact the progress or outcome of the program and related projects. Risks include a project timeline slipping, changing requirements, or the discovery of additional stakeholders. Risk management is a key element of portfolio management. This includes connecting with project teams to ensure the project managers are supported and unblocked. The program manager’s goal is to stay connected and engaged enough to work in lockstep towards shared goals. These connections can be coffee chats or team meetings. Programs continue through organizational change, contribute to multiple goals, and contain many projects that deliver specific components of the larger strategic initiative.Ī program manager reviews and evaluates a portfolio by connecting with teams to identify any risk mitigation or improvement opportunities. Since programs are linked to strategic initiatives, they are often long-running and possibly permanent. Program management entails managing a program with multiple, related projects. Once a project is underway, a project manager tracks progress, allocates resources, manages risks, communicates, and more. Despite the emphasis on artifacts and deliverables, project management still involves strategy and planning, since a project manager must determine how to meet the goals laid out at the beginning of the project. Project management is the process of delivering value that incrementally moves a program forward. A project’s success can be measured by the delivery of artifacts and deliverables that roll up to a program’s larger goals. Projects can run for several years, but their main focus remains the same. Project management is the process of leading a project performed by a team to achieve certain goals, such as building a new product.Ī project represents a single, focused piece of work with a specific scope and defined output. Program management is sometimes confused with project management.
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