I'd like some feedback from my counterparts please. In a situation where the role is being positioned with a customer do you think one person should be positioned as both the project and program manager? The project work involves installing new software at a client site and managing new projects utilizing that software (i.e., the whole 9 yards of project management including project plans, status reports, issue resolution, etc.). The program management piece involves assessing the client’s ability to assimilate the new technology, laying out a roadmap to mature the organization and helping the client to manage to that roadmap. This potentially involves mentoring the client through organizational changes, bringing in new skills, starting up a center of excellence, implementation of new governance processes, etc.
My view is that the two roles are distinctly different and in my experience, although, I can do both, it is very difficult (if not impossible) to do both well at the same time. Time management and switching hats constantly is an issue but you also run into problems in terms of where you’re positioned with the client. To do either one of these roles effectively you have to be positioned appropriately with the client organization. Is your client counterpart the VP of Architecture or the solution architect for XYZ project? I’ve learned over the years that positioning is important.
So have any of you done both roles effectively simultaneously?
Do you think it can be done?
Can one person do both roles effectively simultaneously?
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Bernard GorePortfolio, Programme & Project Professional| NZ PoliceWellington, New Zealand
Yes and No.
There is no reason why a Programme Manager cannot also PM some of the individual projects within the programme - but on the whole I'd say this needs to be done with some caution - both are complex and demanding roles, and in some aspects the Programme manager has a role of holding PMs to account and ensuring they keep to the programme defined scopes, and if someone is doing both roles you lose that.
I'd be reluctant for the Programme manager to PM more than a few, fairly minor, projects. Certainly they shouldn't PM the major or core projects. Saving Changes...
