Can anyone suggest the different skill set that a program manager requires vs. what a Project Manager requires? I am working to put together a training curriculum for my organization around Program Managment and trying to define the skilsl needed compared to Project Manager.
I believe Negotiation and Risk Analysis/mitigation are two that a braoder understanding and deeper experience is needed. Any others that you might suggest? Saving Changes...
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John LaneSenior Project Director | Oracle Corporation Gillingham, United Kingdom
Jon,
Certainly a higher degree of sophistication/competency across all major PM disciplines is required, for programmes over project management. With balancing stakeholder management and communication the general keys to success. Notwithstanding all the core PM disciplines.
I would just add the delta's are more around creativity and strategic thinking. Added with greater emphasis and focus on leadership.
In summary for point one above, suggest calibrating upwards on core disciplines and for point two give consideration to 'softer skills'
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
I do agree with Joh. The major difference between a project ad a program manager is that a project is defined as constrained by time, money and resources resulting in a fixed scope whereas a program is driven by a vision. Along the way things will become clear which might lead to a chage of vision.
A project is finished when the objectives are achieved a program is finished whe the benefits have been achieved. Saving Changes...
Manjeet SinghSenior Program Manager| Cognizant Technology SolutionsParis, France
Hans & John fully agree with your posts - in my post I will repeating some of your comments.
Jon,
We were faced with this challenge recently - setting up a Program Management framework and a definition of the skillset required, and the conclusions were as follows:
1. Project managers are focused on project delivery. Program Managers have to consider the bigger picture - how do I maximize the benefits delivered by the program and meet the strategic objectives of the organization.
2. Project managers hate change;) Program managers love changes as they give him/her the flexibility move around and deliver benefits.
3; Project managers are focused on project execution & delivery. Program Managers handle the political aspects of stakeholder management & conflict resolution.
At a certain level programme management is similar to general management – the focus is on the strategic vision of the organization and its capability to deliver that vision.
Feel free to email me if you would like to discuss futher Saving Changes...
I have the same concerns as you. Am on the verge of identifying "competencies", skills and appropriate content ("tool kit") for my new program managers...
Any material you could get your grip on ?
Will really appreciate your feedback...as this will really help me get a jump start on this great endeavor !
Thanks Saving Changes...
Jenna DeeSr. Project Manager| Cyberlock Consulting Inc.Springfield, Va, United States
I would also argue that a program manager needs to understand KPIs and assign metrics; and provide dashboard reports for their business/stakeholders/customer Saving Changes...
Stan YanakievCustomer Project Manager - IT| Hewlett-PackardSofia, Bulgaria
In addition to what has already been mentioned - project manager is focused on the scope of their project and does not necessarily take care of bigger context. Programme manager must be business oriented and make sure programme is delivering business value. Programme consist of projects and therefore is higher level of work organization. Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
Jiju NairSenior Manager| Fannie MaeReston, Va, United States
Jon, Interesting topic here. In our firm, we identify project management skills as a core skill for project or program managers. However, we assign program managers based on the following traits -
1) Experience, experience, experience. PMs with experience in executing projects in complex, volatile and diverse environments are usually selected as Program Managers
2) Emotional Intelligence. It does sound like a cliche. However, people differ in traits like stability, maturity and social awareness. Someone who has displayed these behaviors consistently is an ideal choice.
3) Domain expertise. This is a bonus. Sometimes it is difficult to find someone with program management and domain knowledge. However, such a knowledge can be fast track to establishing valuable rapport with stakeholders.
4) High level program view. This is a basic requirement where the program manager brings in his or her expertise in risk, issue, scope, quality and schedule management for the program in general. Also, the individual should start seeing these in the light of the program rather than at each project level. High level view and their impacts of various dependencies of each projects on the program is mandatory.
If you are looking to put together a training prgram for Program Managers, then individual courses on the above traits will be helpful. Also, from a hard skills perspective, they can be trained in creating swim lane or cross functional charts and cost benefit analysis reports. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sergio Pellegrinelli did some work on that topic. He presented the differences between successful project and program managers based on a study in UK at the PMI EMEA Congress 2003.
A summary of his results is included in www.slideshare.net/walenta/prtesentation-moscow-december-2014
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