Our organization is working on an improved career path for our project managers. The sticking question concerns titles. We are torn between using Project Manager and Program Manager. The variations: associate, senior, etc. have been agreed upon. I would be very interested in hearing how other organizations are managing this issue. What titles do you use? Why? Thank you for your time and attention. Saving Changes...
Mikel SteadmanPMO Leader| Development Dimensions InternationalTroy, Nh, United States
Karen,
It might be me, but I sense your organization is trying to fit people into titles without benchmarking the expected work performed first.
I would recommend assessing the requirements of each job and then benchmark them against the industry. This will tell you clearly what role titles your company should use (Analyst, Senior Analyst, Assoc PM, PM, Sr PM, PgM, Sr PgM, Team Lead, Business Lead, Scrum Master, I.E., etc.)
Good Luck,
—Mikel
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1 reply by Karen Dittman
Feb 03, 2020 5:37 PM
Karen Dittman
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Mike,
Thank you for taking the time to read my question and reply.
We actually have defined the positions and have built a framework we are pretty satisfied with. The last part we are trying to work out is whether to use 'program manager' (and the various associate, analyst, senior, etc.) or 'project manager' titles for the positions.
I have my opinion and others on our task force have their opinions. We don't all agree, so I thought I'd see what titles others use for these types of functions.
Thank you.
Karen
It would come down to the size of you organisation, it hierarchy, the budget size of the projects that you are implementing, if you work primarily in the private or public space, if the roles already exist in your organisation, if you have a HR progression plan for project managers, what the existing culture is in you organisations. Also the life span of you projects and if they develop into programs. Also by using the term program manager will this cost your organisation more to retain and find additional program managers. There is a lot of consideration to weight up before you decide on what route to go but at the end of the day your project and program managers will need to have the experience, professional credentials and qualifications to undertake the roles of project and program managers.
Daire
Daire,
Thank you for your reply. You brought up some interesting points that I will most definitely pass along for further discussion.
Thank you.
Karen
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1 reply by Daire Guiney
Jan 31, 2020 4:02 AM
Daire Guiney
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Dear Karen,
Also there must also need to be a genuine reason for rebadging your job titles and adequate resources must be given to rolling out the implementation if you decide to go that route. It could be the case "if it ain't broken, don't fix it".
Projects are grouped into programs. A program falls within a certain area, for example, Manufacturing, Quality, Innovation, etc. Every Program has a PgM and various PMs. A PfM manages the Portfolio.
Seniority of PM applies.
Eduard,
Thank you for taking the time to reply. I believe we have that essential view and structure. Our discussion is about changing the internal titles of people to all be some form of 'program manager', eliminating the 'project manager' term. I reached out to see what the PMI world's thoughts were about that.
Thank you.
Karen Saving Changes...
Daire,
Thank you for your reply. You brought up some interesting points that I will most definitely pass along for further discussion.
Thank you.
Karen
Dear Karen,
Also there must also need to be a genuine reason for rebadging your job titles and adequate resources must be given to rolling out the implementation if you decide to go that route. It could be the case "if it ain't broken, don't fix it".
Daire
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2 replies by Daire Guiney and Karen Dittman
Feb 03, 2020 5:41 PM
Karen Dittman
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Daire,
There are several reasons. Primarily, we had many titles, and levels, for some of the same functions, so we are trying to align and be consistent across IT. We want to be certain that our employees know what the career path looks like for this job.
Thank you.
Karen
Feb 04, 2020 9:46 AM
Daire Guiney
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Dear Karen,
I would focus first on looking at what skills and level of experience each of your employees has a then look at the industry standard and then see where gaps exist. I think you are approaching it from the wrong way from job title to employee as apposed to employee to job title. You can find skills matrix templates on the projectmanagement.com website.
It might be me, but I sense your organization is trying to fit people into titles without benchmarking the expected work performed first.
I would recommend assessing the requirements of each job and then benchmark them against the industry. This will tell you clearly what role titles your company should use (Analyst, Senior Analyst, Assoc PM, PM, Sr PM, PgM, Sr PgM, Team Lead, Business Lead, Scrum Master, I.E., etc.)
Good Luck,
—Mikel
Mike,
Thank you for taking the time to read my question and reply.
We actually have defined the positions and have built a framework we are pretty satisfied with. The last part we are trying to work out is whether to use 'program manager' (and the various associate, analyst, senior, etc.) or 'project manager' titles for the positions.
I have my opinion and others on our task force have their opinions. We don't all agree, so I thought I'd see what titles others use for these types of functions.
Thank you.
Karen Saving Changes...
Also there must also need to be a genuine reason for rebadging your job titles and adequate resources must be given to rolling out the implementation if you decide to go that route. It could be the case "if it ain't broken, don't fix it".
Daire
Daire,
There are several reasons. Primarily, we had many titles, and levels, for some of the same functions, so we are trying to align and be consistent across IT. We want to be certain that our employees know what the career path looks like for this job.
Also there must also need to be a genuine reason for rebadging your job titles and adequate resources must be given to rolling out the implementation if you decide to go that route. It could be the case "if it ain't broken, don't fix it".
Daire
Dear Karen,
I would focus first on looking at what skills and level of experience each of your employees has a then look at the industry standard and then see where gaps exist. I think you are approaching it from the wrong way from job title to employee as apposed to employee to job title. You can find skills matrix templates on the projectmanagement.com website.
