Evolving from Project to Program Management

Ever feel like you’re juggling balls and trying not to have them all come crashing down at once? Managing multiple projects can sometimes feel like a circus, and before you know it, your to-do list looks endless. As a project manager, there are those moments when you feel like you need more support. But what if it’s possible to step back, take a deep breath, and manage everything with a wider, more strategic perspective? That is where program management comes into play. Not only managing the project’s complexity but also leading and growing strategically.

Shifting from project to program management does not necessarily mean handling more projects. Moving to program management means increased responsibility, better alignment with the big picture, and a shift of focus from the individual trees to the whole forest. All of a sudden, you are not just meeting deadlines. You are the manager who ensures those projects deliver value that truly lasts and aligns with organizational strategic objectives (Brain Sensei). Program management skills will enable you to manage not only the work involved but also the leadership in pulling multiple initiatives together under one cohesive strategy.

In this role, you’ll develop much more than the management of timelines and budgets. According to ProThoughts Solutions, making a successful program manager calls for leadership, strategic thinking, and a whole new level of savvy around communication. These are not mere buzzwords but the keys to unlocking higher leadership roles. This is why program management will enable the firms to be outstanding; the realization of long-term success – according to industry statistics from Star Agile – is likely to be about 35% for organizations with good practices in program management.

If managing multiple projects in parallel at ease, you must consider shifting to program management. It’s not about doing more, it’s about doing smarter. Lead projects on a higher level, and build skills that take your career to the next stage. Ready to learn how to make the transition?

A project is a temporary effort to create a unique product, service, or process. It has a specific beginning and end, with clear objectives, and is limited by scope, time, and budget. Projects are formed to meet particular objectives, and once such goals are achieved, the project is completed. Projects are usually unique and focused deliverables that involve the coordination of resources, team members, and stakeholders to achieve a specified outcome within a defined timeframe.

A program is a collection of related projects that are coordinated to facilitate the achievement of wider organizational objectives and long-term benefits. Unlike a project, which has a defined end and delivers a specific product or result, a program involves many ongoing, interconnected projects that contribute to a greater strategic objective. Programs align the projects within the longer-term vision of the organization, coordinate the projects, and maximize resources for maximum benefit.

From a distance, project and program management may look similar. Indeed, both deal with planning, organization, and people management. But, If you look a little closer you will also find plenty of critical differences. The main difference between project and program management is projects focus on short-term success and deliverables, and programs focus on long-term impact and benefits realization.

Whether projects or programs, some skills are common.  Managers of projects and programs must be good at leadership, resource management, and stakeholder engagement. Let’s now examine the main commonalities and differences between projects and programs.

What are projects and programs commonalities?

1. Purpose and Alignment

Both projects and programs have a purpose and are aligned with the organization’s goals and vision. Both need a charter agreed upon and released, as to align teams and stakeholders on the same purpose and goals. They require careful planning with a focus on resource allocation and alignment. 

2. Planning and Organization

Both projects and programs need the management of people and resources. They need to provide timelines, budgets, and milestones.  This requires a sense of coordination and team management for both projects and programs.

3. Leadership and Team Management

Leadership is critical for both projects and programs. Both need a strong leader and management to align, coordinate teams, and provide direction. Leaders need to inspire and motivate their teams and make sure that everyone understands their roles and responsibilities.

4. Stakeholder engagement

Both projects and programs require robust management and engagement processes for stakeholders. They need robust communication plans and channels as to keep teams and stakeholders informed and engaged.

5. Tools and Governance

Both use the same project management tools, such as Gantt Charts, project dashboards, and risk management frameworks.  They can both be managed from the same PMO, which means they can use similar frameworks and tools. They both need governance to monitor, manage and support goal achievement.

Where do projects and programs differ?

1. Scope and Focus

Projects focus on delivering specific goals and deliverables.  These deliverables can be a product, service, or process. Each project has a start and an end target that is not dependent directly on other projects. Projects aim to deliver specific results on a short-term and more operational basis.

Programs are collections of related projects managed and coordinated in a way to achieve broader and long-term goals. Programs are more strategic and aim to deliver benefits for the organization.  They focus on benefits realization and the value creation for the whole organization.

2. Objectives and Duration

Projects aim to deliver specific, measurable results within an agreed timeframe. Projects are temporary endeavors that aim to manage risks, resources, and budgets throughout the project duration. They are shorter and can have a duration from a couple of months up to two years, based on deliverables.

Programs aim to achieve longer-term, strategic objectives by coordinating multiple projects. The projects under the program must contribute to the same benefits realization and, therefore interrelated. The goal of a program is to realize the ongoing benefits and create value for the organization. Their duration can span multiple years and often aligns with long-term business strategies.

3. Management Approach

Projects require a sponsor, project manager, project team, and stakeholders.  The project manager is aiming to coordinate and lead project activities and deliverables. The focus of the project manager is on resolving bottlenecks, managing risks, and defining mitigation plans. The project manager is focusing on deliverables and minimizing risks through management approaches.

Programs require a sponsor, program manager, project manager, and stakeholders. The program manager must coordinate the high-level alignment of project managers. Milestones and deliverables coming from multiple projects must be synchronized and bottlenecks are handled at this level.  The program manager is focusing on benefits realization and alignment with business strategic value. 

4. Complexity

Projects typically involve managing one project team from development engineers, experts, or team members. They typically have a small group of stakeholders with clear deliverables and structure.

Programs require managing multiple interconnected projects. The program manager is managing other project managers.  Each project may have its team, stakeholders, and deliverables.  Therefore complexity is higher and the focus is on interdependencies and milestones achieved from multiple projects.

Manage Programs for Wider scope and Long-Term Value

Programs are ideal where the scope is widening and becomes more strategic. Program management by definition is the management of multiple projects simultaneously, managing different timelines, goals, and teams but with a focus on the big picture. Therefore, a program manager has to make sure each project stands on its own but also adds toward the bigger goals of the company. That may mean – according to the Product Plan – managing resources from one project to another, and making tough decisions when it comes to prioritization.

However, project management is a lot more focused. The project is all about hitting targets on time and budget. The emphasis is on getting the deliverables of this project. The project is important, but it’s more immediate and task-oriented. While program management – according to Wrike –  looks at the bigger benefits and how projects work together to drive value.

The key to managing programs effectively is understanding the bigger picture. Successful program management requires strategic and systems thinking. It requires also a deep understanding of the key principles, such as governance, strategic alignment, benefits realization, stakeholder engagement, and risk management. Let’s have a deeper analysis of the key program management principles.

Program Governance

Program governance provides the roadmap, structure, and processes for how the program is managed and decisions are made. It ensures transparency, accountability, and alignment with the organizational goals. It also ensures that decisions align with the program’s objectives. A well-established governance framework, aligned with PMO or PgMO, defines roles, responsibilities, and decision-making processes. It helps to monitor KPIs and report progress on timelines, budgets, and targets. Program governance also ensures risk framework and alignment with organization standards, policies, and regulations.

Strategic Alignment

Program strategic alignment ensures that all aspects of the program scope contribute to the achievement of the long-term business objectives and creating business value. It provides a long-term focus and alignment that all projects of the program contribute to the overall program strategic vision. It involves managing interdependencies and resources are optimally allocated for achieving the organization’s goals. Strategic alignment is not a one-time activity, but a continuous monitoring and assessment of the business priorities. This helps to maintain program flexibility and agility to changing business strategic direction. 

Benefits Realization

Program benefits realization ensures that the program delivers sustained business value, focusing on long-term organizational goals and measurable outcomes. Program focusing on delivering ongoing benefits for the business, which align with the company’s overall strategy. It helps also the program manager to continuously measure and assess program progress and success. Program managers should establish clear and measurable KPIs to make progress visual and transparent.  This ensures the sustained impact of the program on the company’s strategy.  

Stakeholder Engagement

Program stakeholder engagement ensures that all stakeholders are actively involved, informed, and aligned with the program. The difference with project stakeholder management is that a program is a long-term endeavor and stakeholder engagement needs a different approach. The program manager needs to manage expectations on a strategic level and business direction. It normally involves stakeholders in senior management and executive levels.  Monitoring and progress updates should meet the needs and nature of stakeholders, on different levels and seniority. 

Risk Management

Program risk management ensures that risks from multiple projects are managed holistically within the program. The program manager orchestrates the risk identification and assessment from multiple projects. Risk mitigations are assessed and implemented following the overall program’s strategic alignment and goals. Therefore, the program manager has the role of cross-project risk coordinator and mitigation plan orchestrator. Another benefit of the program is the exchange of mitigation results across similar projects. This ensures using resources efficiently for mitigating risks and resolving project bottlenecks. 

Making the transition from project management to program management is an important move. But how can you assess your readiness, or if it is truly for you? It is not that you manage more projects, it is about strategy, risk management, and leadership at a higher level. But what are the required skills required for your transition to the role of program manager?

Leadership Skills

Program managers must develop visionary leadership skills, as to transmit the big picture, align stakeholders, and synchronize all projects together.  They have to focus on the organizational long-term goals and be able to communicate the broader strategic vision of the program. They offer strategic leadership guided by the senior management and stakeholders.   

Complexity in program management is on the multi-team leadership.  Program managers must lead and coordinate multiple project managers, manage interdependencies, and ensure that the project team collaborates effectively. Therefore they need to lead and influence without authority in many situations.  They rely on project managers to execute the projects and should possess strong influencing skills to align stakeholders, project managers, and teams with their strategic vision. 

Strategic Thinking

Program managers must focus on the “big picture”.  They need to keep broader organizational goals in mind and focus on how each project fits into the larger program roadmap. Program managers must keep looking beyond immediate project deliverables and ensure that deliverables and milestones support long-term goals, such as growth and benefits realization. Strategic thinkers are proactive and not reactive.  They must anticipate potential risks, not only within individual projects but across the entire program level. 

Program managers must look for deliverables and milestones to ensure that the program is in the right direction or needs to pivot. They need to develop mitigation strategies along with project managers and adjust plans to minimize disruptions. Therefore they focus on the long-term benefits realization, rather than short-term wins. This means looking at synergies and interdependencies between projects for achieving sustainable and long-term benefits.

Stakeholder Management Skills 

Stakeholder management in programs has many similarities with projects, but program managers must perform more in managing expectations and clear communication. The complexity of programs is higher and managing stakeholders at multiple levels is not easy.  Program managers need to manage project managers as stakeholders, as they deliver the deliverables for program benefits realization. In the meantime, they need to keep their strategic objectives and ensure that stakeholders are informed at every stage of the program’s lifecycle. 

Program managers need to secure the stakeholders’ buy-in for a longer term.  As programs are spanning longer over multiple projects, stakeholders need to be engaged longer and on a higher level. Program managers must ensure that key decision-makers are fully invested in the program’s success.  Moreover, they need to support conflict resolutions at the project and also at the program level.  Therefore need to develop skills for continuous feedback and adaptation to ensure that all stakeholders remain relevant and engaged with the program’s progress.

Risk Management Skills 

Risk management in programs is more complex than in individual projects because it requires overseeing multiple interdependent projects and addressing risks that can affect the entire program.  Program managers need to identify risk at a higher level across all projects within the program.  They need to assess the impact of risks on the overall program and their interdependencies.  Risks are interconnected and can have a “domino effect” on the whole program progress and benefits realization.

Program managers must think strategically when managing risks.  They need to identify risks and mitigations that are effective for the long term and across the whole program scope. Therefore, they must oversee the entire risk mitigation planning and create effective strategies across project boundaries. Program managers must develop risk management activities and cross-project coordination of mitigations.

Financial and Resources Management Skills

Financial and resources management in programs require a combination of budgeting, financial planning, resource allocation, and scheduling.  Strong analytical skills are required for monitoring financial and resource data, identifying trends, and making data-driven decisions.  Program managers need to have a strategic view of capacity planning and the priorities for resource allocation.  They need to resolve bottlenecks on the program level and resolve conflicts for resources.

Program managers need stronger skills in financial forecasting for future financial needs over the longer term.  They need to adjust financial plans in response to changing circumstances, risks, or unexpected demands.  Therefore they need also strong negotiation skills with critical stakeholders to get access to critical resources and resolve project bottlenecks.

Governance and Decision-Making

Governance and decision-making in programs involve creating the framework and processes to ensure that the program progresses according to agreed guidelines and strategic objectives.  Program managers need to establish governance structures to think strategically and make decisions. An environment of accountability for project managers and teams needs to be cultivated. Program managers must take responsibility for making critical decisions and communicate how these are aligned with the program goals.

As programs are longer-term and need strategic thinking, program managers need to decide under high uncertainty.  This means that program managers need to have stronger critical thinking and decision-making skills to make the right decisions on time.  This will provide the program momentum for project delivery and minimize risks. Program managers must also assess risks and take risk-calculated decisions.  They need to communicate the decisions to engage and ensure the stakeholders’ buy-in for each of them.

Communication Skills

Program managers oversee multiple projects and higher levels. This means that they must communicate across a broader spectrum of teams, stakeholders, and executives.  They need to ensure that their communication aligns with the overall strategy and also that all parties understand the long-term goals.  Program managers are focusing on strategic communication, but also they need to keep project teams informed and aligned. 

As program managers interact with a more complex stakeholder landscape, they must develop multiple communication channels and platforms across boundaries and projects.  They must ensure that communication flows smoothly across all stakeholders and any misalignments need to be addressed quickly. This is also crucial for change management and how the changes and adaptations to plans are communicated. Communication style must be tailored to each audience.  For example, communication methods and style with executives must be higher level, while communicating with project teams must be more operational and technical. 

Perhaps one of the most interesting career moves that anyone could advance into is moving from project management to program management. It is a different level in managing more projects, but it altogether changes the way one thinks and leads.  The program manager aligns with the greater vision of the organization. 

Now it’s time to take it to the next level to whet your strategic thinking, develop your risk management skills, and learn how to manage multiple interdependent projects simultaneously. What happens is that the paradigm shifts from working on individual tasks to knowing how every piece fits into the big and long-term objectives of your organization. The rewards are well worth it and it is doors opening to senior leadership positions: portfolio manager or director of project management. But the real reward goes well beyond pay: it’s in making a significant difference to your organization’s long-term success and driving results that reverberate far into the future.

The good news is you can start that transition today. Apply program management principles to your current role by accepting projects that involve strategic alignment and learning how to manage several initiatives all at once. Find a mentor for yourself with experience in program management who will help you be a guide, insight provider, and supporter. And let’s not forget professional certifications like PgMP that enhance one’s credibility and make a person stand out among others.

Getting into program management is about moving into a leadership role where one leads projects and at the same time contributes to decisions on the future of the organization. So, get started now for navigating your company’s strategy to new levels, furthering your career toward new heights.

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