The Program Manager

To this point in the book we have explained how program management is an extension of business strategy; how a program is defined, planned, executed, and terminated; and what common practices, metrics, and tools are available for use by the program manager.

This part of the book contains two chapters that focus on the program manager, specifically, the program manager's primary roles and responsibilities, and the competencies and skills that a program manager needs in order to effectively manage programs on a consistent basis.

In Chapter 10, “Program Manager Roles and Responsibilities,” we focus on the three overriding roles of the program manager in program-oriented organizations: 1) manager of the program business, 2) integrator of multi-project work, and 3) leader of a cross-discipline team. All three roles are necessary to lead a team of multi-discipline specialists in creating and delivering a holistic solution, which becomes the means to achieving the firm's business goals.

To successfully respond to these three roles, the program manager needs to work toward proficiency in a broad set of competencies. In Chapter 11, “Program Manager Competencies,” we present the program management competency model. The model contains the necessary knowledge, skills, and abilities to plan and execute programs proficiently. The competency model covers customer and market, business and financial, leadership, and process and project management proficiencies. Additionally, in this chapter we describe a number of organizational enablers that, when in place, support the program manager's growth and continued success.