While I find many of their definitions to be somewhat "dry", I do like PMI's definition of a program as being an initiative which benefits greater from coordination as an integrated whole rather than a set of distinct components.
Having said that, I've worked with some companies who treated what should have been a program as just a very big project with a single PM and multiple, empowered workstream leads.
The key for me is whether the overhead cost (overall, not just financial) of establishing a program structure is more than made up by the benefits (usually risk reduction) of doing so.
In terms of competencies, I don't see the need for a distinct set, but rather further capability in each of the core areas, especially around:
- strategic thinking
- connecting the dots
- empowering & effective delegation
- being able to step back and understand upstream and downstream implications of decisions
- organizational savvy
- political acumen
Project Management: Focuses on delivering specific goals within a defined scope, timeline, and budget. Projects are temporary and have clear start and end points.
Program Management: Involves overseeing multiple related projects aimed at achieving broader, long-term organizational goals. Programs are ongoing and strategic.
Key Competencies for a Program Manager are:
- Strategic Vision
- Leadership and Team Collaboration
- Stakeholder Management
- Risk Management
- Resource Allocation
- Communication Skills
- Change Management Expertise
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1 reply by Thomas Walenta
Sep 23, 2024 4:16 PM
Thomas Walenta
...
Thanks for sharing, Anthony
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Kiron,
Thanks for your insights. I agree that many people need to understand the difference and think of programs as large projects. Which I believe is a reason for failure. I like PMI's definition of a program, too, and it is similar to how ISO 21503 and UK's Axelos define it and still different from the definitions of projects.
Sergio Pellegrinelli's research examines 17 behaviours of good project managers and compares them to those of good program managers. Significant differences in attitudes and competencies were found. For example, how they handle changes, having a more holistic view, looking at the context, trying to shape the future, not only implement it.
Partington, D., Pellegrinelli, S., & Young, M. (2005). Attributes and levels of programme management competence: An interpretive study. International Journal of Project Management, 23(2), 87–95. https://doi.org/10.1016/j.ijproman.2004.06.004
Unfortunately that link does not seem to work for me to get a better understanding of the specific behaviors, but the examples you have listed are all needed to be an effective PM which would reinforce my assertion that it is not a different set of capabilities so much as a higher level of skill across those capabilities.
I'd add that most of the PgMs I have worked with also possess greater organizational political capital than PMs in the same organizations. This provides them with easier access to higher levels of leadership and greater influence over executives.
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sep 22, 2024 10:04 AM
Replying to Anthony Ilukwe
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Project Management: Focuses on delivering specific goals within a defined scope, timeline, and budget. Projects are temporary and have clear start and end points.
Program Management: Involves overseeing multiple related projects aimed at achieving broader, long-term organizational goals. Programs are ongoing and strategic.
Key Competencies for a Program Manager are:
- Strategic Vision
- Leadership and Team Collaboration
- Stakeholder Management
- Risk Management
- Resource Allocation
- Communication Skills
- Change Management Expertise
Thanks for sharing, Anthony Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sep 23, 2024 7:14 AM
Replying to Kiron Bondale
...
Thomas -
Unfortunately that link does not seem to work for me to get a better understanding of the specific behaviors, but the examples you have listed are all needed to be an effective PM which would reinforce my assertion that it is not a different set of capabilities so much as a higher level of skill across those capabilities.
I'd add that most of the PgMs I have worked with also possess greater organizational political capital than PMs in the same organizations. This provides them with easier access to higher levels of leadership and greater influence over executives.
Project management focuses on a single endeavor, while program management groups a set of related projects, which will benefit through the coordinated management of these. So, a program manager should have some important competencies to perform a good role:
Agree that coordinated management is a focus of program management and the competencies you mention are helpful for this.
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jan 22, 2025 1:13 PM
Replying to Verónica Elizabeth Pozo Ruiz
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Project management focuses on a single endeavor, while program management groups a set of related projects, which will benefit through the coordinated management of these. So, a program manager should have some important competencies to perform a good role:
