Acting like a program manager, even if you aren't (officially) one
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
One of the speakers at PMI Global Congress North America said yesterday that you should start acting like a program manager if you wanted to become one. What do you think about taking on board extra responsibilities and duties without having any official recognition like salary increase or a new job title? Saving Changes...
Mir AlikhanProject Manager| ChangementKaty, Tx, United States
You have to assert authority - but only where required. Saving Changes...
Bruce LoflandSoftware Developer| SprintLenexa, Ks, United States
This is good advice for any position that you want to get promoted to. This demonstrates to those in authority that you are capable and can be trusted. If you do reasonably well they will be motivated to make it official with commensurate compensation. There is an assumption that as a project manager that you want to be a program manager, which you should ask youself of course.
A Project Manager, manages only 1 project. A Program Manager, manager manages more than 2 projects. So, if you are a PM and want to move up the corporate ladder, then you have to demonstrate your skills for managing more that 1 project. Then you automatically become a Program manager.
I think that it's a good strategy to move upwards and one that I've employed myself or encouraged team members to follow when looking to progress their careers.
There is definitely a balance to be achieved between proving you have the abilities to act at a higher level yet not finding yourself exploited though so careful consideration probably is needed to think through the approach.
From a team manager and recruiter perspective, having an applicant who has already proven they can operate at the next level up is definitely of interest to me and they would be more likely to be successful than another candidate who has proven capabilities only at their current level.
Only do it though if you are confident that you can do a good job or you have the backing of your line manager to take on extra responsibilities with appropriate coaching / mentoring / training. Taking on more responsibility to prove yourself can be a dangerous game if you are unable to demonstrate the required capabilities! Saving Changes...
In today's real world of Project Management, the PM is managing between 2 - 3 projects to be delivered. This does not qualify him\her to be Programme Manager but does demonstrate their leadership, competencies to deliver that will not go unnoticed. A Programme Manager also does not necessarily have to be PM background, it could be a Senior Executive that puts on another hat to manage a company Programme, as we have witnessed this many times before in some UK organisations. Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Elizabeth
Thanks for bringing up the subject. Projecs and Programs are two different things.
A number of projects is called a portfolio and not by definition a program.
FOr me the main difference between project and program is the difference in meeting the objectives, fit for purpose a project and the realising the vision which is not set in stone and might change along the way fit for use. The two ask for a total different behavior and attitude and if you would like to become a program manager you need to start train yourself to the new set of behaviours.
hopes this helps
Hans Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I understand the difference between a project and a program. The speaker was suggesting that project managers on large pieces of work break them down into sub-projects and/or use other program management skills to manage their personal career path. I actually think this is a good way to do things and I believe that acting up can be advantageous if you want to prove you are capable of managing programs. Even if you are not technically managing a program, and can't break your project down, you can adopt a 'program attitude' and apply some techniques where appropriate to gain experience in a relatively safe environment. Saving Changes...
What you have suggested is good, however, in large organisations it does not work this way - a Project Manager that is all they are, a distinction is made between them and Programme Manager, very formal tied into a specific job description\specification. Smaller organisations may of course adopt a far more relaxed attitude and allow individuals to practice Programme Management techiques with their projects. Saving Changes...
Taralyn Frasqueri-MolinaSenior Project Manager| Independent ContractorPasadena, Ca, United States
"What do you think about taking on board extra responsibilities and duties without having any official recognition like salary increase or a new job title?"
I think that happens more often than not. It's where I'm at right now. But I that sort of thing comes along with the territory. If an employee is "paying you the same, but getting more bang for their buck" I don't think most would change that situation. It benefits them. If it doesn't benefit you, then you need to be proactive and make a change.
I think taking on extra responsibility is great, but if you have an end game in mind, such as a promotion or raise, then make sure all your extra work aligns with that. Say yes to the right things and no to the things that aren't going to take you to your end goal. And keep track of all that extra work you're doing. Doesn't help to want to move up and not be able to show what it is exactly you've done.
