What are the key skills and competencies for program managers?
Program management is the discipline of managing multiple interrelated projects that contribute to a strategic goal. Program managers are responsible for overseeing the alignment, coordination, and integration of these projects, as well as managing the change and transformation that they entail. In this article, we will explore some of the key skills and competencies that program managers need to succeed in this complex and dynamic role.
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Kaushan JayaratneProgram Director @ Virtusa | MBA, Project Management
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Sugandha BharatiAssociate Director - Program with NielsenIQ
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Pranav Bhola, MS, Top Management Consulting Voice Top Program Management VoiceStrategic Program Leader | Certified PMP | Agile Expert | Six Sigma Black Belt | Product Management | Aerospace and…
Program managers need to have a clear vision of the desired outcomes and benefits of the program, and how they align with the organization's strategy and objectives. They also need to communicate this vision effectively to the stakeholders, sponsors, and project teams, and ensure that everyone is on the same page. Program managers should be able to translate the vision into a coherent and realistic program plan, and monitor and adjust it as needed to respond to changing circumstances and feedback.
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Pranav Bhola, MS, Top Management Consulting Voice Top Program Management Voice
Strategic Program Leader | Certified PMP | Agile Expert | Six Sigma Black Belt | Product Management | Aerospace and Defense
A program manager's vision and strategic thinking are super important. They make sure the program's goals are aligned with the company's mission, and they provide long-term direction. This clarity helps the program adapt to change, inspires the team, and makes it easier to make good decisions. It also helps to mitigate risks and spot opportunities. A well-defined strategy gets stakeholders on board and serves as a benchmark for measuring success. Ultimately, it shows that the program manager is a leader and knows what they're doing, which gives everyone confidence. These are the essential ingredients for a successful program.
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Torge Oeverdiek
Program & Project Manager | PMP | 🚛🔋 Developing Sustainable Transportation for a Greener Tomorrow | Product Development | Operations | Automotive | Lean Six Sigma | IT
this is what really makes excellent program managers. combining vision, motivation, and passionate leadership with solid management and clear communication. Most people can do one, few people can do both. I am certainly still working on number one!
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Dr. Matthew Ogunbukola
Senior Program Director| Adjunct Professor| Consultant
Drawing from my experience in program management, a program manager must possess robust leadership skills to inspire and motivate their team, resolve conflicts, and foster collaboration among stakeholders. He should establish clear objectives, delegate tasks, and consistently provide guidance and support to their team. A program manager should excel in problem identification and analysis, developing effective solutions to overcome challenges encountered during project execution. He must make timely, informed decisions, carefully assessing risks and trade-offs to ensure projects remain on schedule and within defined parameters. He should prioritize stakeholder engagement and communication.
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Shishir Bajpai SAFe® PRINCE2 Agile® ITIL®
Transition Manager At HCLTech | Certified Prince2 - Agile Practitioner | ITIL V4 - Certified | Certified SAFe Agilist | Certified SAFe SCRUM Master & Advance SCRUM Master | 4X - SAP Certified | 1X AWS - Certified |
There is no one-size-fits-all answer to this question, as the skills required to be a successful program manager vary depending on the specific industry and organization. However, there are some general tips that can help improve program manager skills. First, it is important to have a clear understanding of the organization's goals and objectives. This will ensure that all program activities are aligned with the company's strategy. Additionally, program managers should have strong communication and interpersonal skills in order to effectively collaborate with different teams and stakeholders.
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Nate Papa
Product Realization @ T-Mobile | Digitalization | Innovation & Product | T-Mobile for Business
Strategic thinking is what separates a program manager from a project manager. Program Managers are not only executors of the plan ... they must have clear understanding of the direction, a good sense for how success is being measured, and the ability to course-correct when the data and circumstances demand it. Furthermore, a visionary and strategic program manager is less interested in the "what" and "how" ... their most passionate about the "why."
Program managers need to have strong leadership and influence skills, as they have to lead and motivate diverse and often dispersed teams, and manage multiple dependencies and interfaces. They also need to be able to influence and negotiate with senior executives, customers, suppliers, and other external parties, and manage their expectations and interests. Program managers should be able to foster a collaborative and supportive culture, and empower and enable the project managers and teams to deliver their best results.
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Kaushan Jayaratne
Program Director @ Virtusa | MBA, Project Management
Collaborative leadership style is very important when you are required to influence the stakeholders with whom you don't have direct authority.
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Sugandha Bharati
Associate Director - Program with NielsenIQ
A program manager needs to have a consultative approach as we do not have absolute authority on the cross functional team. Collaborate and supportive skillset will be essential in fostering an influence on the senior leaders, cross functional stakeholders, etc.
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Prashant Surve
Program Management || Service Delivery || Cloud || Banking
1. Program managers should be able to speak in diverse language. Different for the executives, different for the suppliers, vendors, project managers and other strata of the team. One should strive to get this art inculcated in ones character. 2. Successful Influence over people without having a direct reporting is a feat to achieve and that is one quality that each program manager should have for running a successful program. 3. An environment of confidence should be created for the project managers to foster ideas and come forth with their flavour of solutions.
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Nate Papa
Product Realization @ T-Mobile | Digitalization | Innovation & Product | T-Mobile for Business
I often tell my PMs that thought leadership and influence are the cornerstones that they must rely on to be successful. Do you know enough about your program/s to engage in meaningful discussions with your most important stakeholders? Often, your program will depend on the actions or approvals of other groups. Your ability to negotiate, evangelize, or steer depends on your leadership and influencing skills. And I've found that those skills are heavily influenced by your own knowledge and understanding of your program.
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Vijay SP
LinkedIn Top Voice | Global Program Management | Change Management | Business Transformation
Beyond the classic array of scheduling, budgeting and coordinating tasks, an exceptional program manager embodies a distinctive collection of skills. Diplomatic steerage of stakeholders away from less advantageous pursuits, ensuring preservation of team morale. The ability to adapt focus in response to shifting priorities, simultaneously managing minute details and overarching strategy. Lastly, maintaining composed during turbulence embodies leadership and fosters team confidence. The accomplished program manager is not simply a conductor, but a vital player within the orchestral ensemble.
Program managers need to have a solid grasp of risk and change management, as they have to deal with uncertainty, ambiguity, and volatility in the program environment. They also need to anticipate and mitigate the potential risks and issues that may affect the program's performance, scope, quality, cost, and schedule, and escalate them appropriately. Program managers should be able to manage the change and transformation that the program brings to the organization, and ensure that the stakeholders and end-users are engaged and prepared for the transition.
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Kaushan Jayaratne
Program Director @ Virtusa | MBA, Project Management
In my experience, Project/Program Managers who do an excellent job in risk management are not the most loved persons on the team; but they eventually get praised at the end of the project for their role in balancing the triple constraint to deliver most critical scope of the project on time with good quality
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Nate Papa
Product Realization @ T-Mobile | Digitalization | Innovation & Product | T-Mobile for Business
Assessing risk is incredibly important to the success of a program. Start by asking yourself some simple and broad questions - what can go wrong? and why would it go wrong? Make a short list of impacts, then expand. A good rule of thumb is to think of the people/process/technology impacts of any decision. How does these risks affect your programs performance? Your cost? Your timeline? How do these risks affect dependent partners? Once identified, create a plan for how you plan to mitigate those risks.
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Torge Oeverdiek
Program & Project Manager | PMP | 🚛🔋 Developing Sustainable Transportation for a Greener Tomorrow | Product Development | Operations | Automotive | Lean Six Sigma | IT
to me risk management this is the most important ability of both project and program managers. It's to only way to not fall into fire fighting mode!
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Róbert Ligeti, PMP
Senior Programme and Portfolio Manager at kyndryl: Cloud Transformation, Cyber Security projects. PMO. PM coach.
Effective risk management is a cornerstone in ensuring the success and resilience of any program. A robust risk management strategy has two key elements: regular reviews and decisive risk mitigation actions. Regular reviews provide a dynamic understanding of the evolving landscape, enabling proactive identification of emerging risks and the refinement of mitigation strategies. Equally vital is the commitment to implementing and following through with definite risk mitigation actions. By taking decisive steps to address identified risks and ensuring their completion, organizations can enhance their adaptability, minimize potential disruptions, and fortify the overall success of the program.
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Fortune Tamunokuro Granville, PMP®, PMD Pro
Non-profit Program Management Practitioner driving impactful initiatives for development through NMSMEs Development | Capacity-building | Women Economic Empowerment | SDG 17
In an ever changing world with customers changing needs, program managers needs to identify risk, set up mitigate plans and be flexible to change (being agile) that would have value to the projects and programs as a whole.
Program managers need to have a robust governance and control framework, as they have to ensure that the program follows the agreed standards, policies, and procedures, and complies with the relevant regulations and requirements. They also need to establish and maintain effective reporting and communication mechanisms, and provide regular and accurate information and feedback to the stakeholders and sponsors. Program managers should be able to evaluate and measure the program's progress, performance, and benefits, and implement corrective actions and improvements as needed.
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Stephen Lenz
| Project / Program Manager | Video Gamer Health Advocate Accessibility Lover of Animals | MBA Candidate - USC |
Program Managers are like teachers 100% in this regard...you have to know the policies and requirements, on top of enforcing and keep stakeholders in the lane that is often dictated by these policies. You can prevent a lot of scope creep and unnecessary work through utilization of policies and by being the gatekeeper for this area of expertise. Communication is the number one way of doing this and also looping in your Subject Matter Experts that may know even more than you do about their particular area.
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Sivakumar Sankaran
Digital & IT Services | Planning | Governance | Delivery
Having a holistic view about the Business objectives is vital before identifying various projects/initiatives and grouping them as Program/s. Establishing a robust Program Governance that includes the Program Organization, Program Management Framework(Change, Risk, Communication Management) and Success Criterions, significantly contribute towards a Program's success. Tools such as Jira, Smartsheet should also be effectively put to use in order to track the respective Projects/Initiatives plans, map interdependencies, manage Risks and Issues.
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Róbert Ligeti, PMP
Senior Programme and Portfolio Manager at kyndryl: Cloud Transformation, Cyber Security projects. PMO. PM coach.
In my professional experience, effective program control necessitates the utilization of automated toolsets designed to analyze factual data rather than relying on the subjective perceptions or opinions of project managers. Conversely, efficient governance mandates active engagement with project managers to comprehend their perspectives, understand their activities, and identify the challenges they encounter.
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Nate Papa
Product Realization @ T-Mobile | Digitalization | Innovation & Product | T-Mobile for Business
Ah governance. For early-career PMs, activities leading up to launch may seem like the most important activities related to your project or program. But as you build confidence and competence, the ongoing governance and control of your program becomes most important aspect of managing your program. This refers to how you're measuring success, what kinds of course-corrections you're implementing to further optimize, and how you keep your stakeholders engaged and informed.
Program managers need to have a continuous learning and innovation mindset, as they have to adapt and evolve with the changing needs and expectations of the program and the organization. They also need to encourage and facilitate learning and innovation among the project teams and stakeholders, and capture and share the lessons learned and best practices from the program. Program managers should be able to leverage the existing and emerging technologies, tools, and methods, and seek new and better ways to deliver value and achieve the program's objectives.
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Róbert Ligeti, PMP
Senior Programme and Portfolio Manager at kyndryl: Cloud Transformation, Cyber Security projects. PMO. PM coach.
I value regular lessons learned meetings, and I make sure I implement them in my projects as a fundamental practice for achieving success and fostering continuous improvement. These sessions serve as invaluable forums for stakeholders to reflect on progress, share insights, and identify opportunities for enhancement. The real-time implementation of corrective measures is a distinctive element of successful execution, enabling teams to address challenges promptly. This proactive approach not only minimizes the risk of issues escalating but also cultivates a culture of responsiveness.
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Venkata Krishna, C
3 x 🏆 LinkedIn Top Voice | Program Manager @ HCLTech | Leading Global Transformation Programs
Continuous Learning is the only thing that catches up with the every curve of the change. And change is the only constant, especially when it comes to Programs and Projects
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Nate Papa
Product Realization @ T-Mobile | Digitalization | Innovation & Product | T-Mobile for Business
"The map is not the territory." This quote encourages us to question our assumptions, embrace new knowledge and perspectives, and acknowledge that our understanding of the world is a continuous work in progress. Such is the way with business. Your customers' needs change. The technology we use evolves. The moment you think you know everything ... that's the first moment you'll begin to fail.
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Torge Oeverdiek
Program & Project Manager | PMP | 🚛🔋 Developing Sustainable Transportation for a Greener Tomorrow | Product Development | Operations | Automotive | Lean Six Sigma | IT
continuous improvement is key to the longterm survival of your company ! While the program manager can drive it it should be owned by each employee
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Paul Bell
Building vibrant communities by celebrating culture through planning and design.
Always have the antennae open to receiving new lessons and information. Your team will be sharing these with you all the time, but sometimes it's coded. If you have a lot of people struggling to keep the project objective in mind, it may not be clearly communicated.
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