4

PROGRAM MANAGER COMPETENCES

This section of the PMCD Framework lists the competences for a program manager in a multitude of settings and circumstances by identifying performance criteria relative to specific elements of competence. Gaining an understanding through assessment of the individual program manager's current level of competence is essential to establishing a baseline. Measuring individual performance against a competency baseline allows an assessment of the program manager's strengths and development needs over time. The dimension of personal competence looks at the program manager's behavior relative to overall competence in managing programs. The goal is to meet or exceed the baseline competency defined by the PMCD Framework.

Details on evidence, expectation, and examples for each element in the competence are contained in Appendix X3. Both performance and personal competences are listed. Additional details on performance and personal competences are contained in Section 2.

The role of the program manager is separate and distinct from that of the project manager. At all times during the course of a program, the program manager works within the five Program Management Performance Domains: Program Strategy Alignment, Program Benefits Management, Program Stakeholder Engagement, Program Governance, and Program Life Cycle Management; and interacts with each project manager to provide support and guidance on individual projects. The program manager also interacts with the operation team and there also could be relationships with other programs (sometimes referred to as subprograms) within the organization. The program manager also conveys the important relationship of each project to the overall program and organizational performance objectives. The program manager works to ensure that the overall program structure and program management processes enable the program and its component teams to successfully complete their work and to integrate the components’ deliverables into the program's end products, services, results, and benefits. Program managers work to ensure that projects are organized and executed in a consistent manner and fulfilled within established standards.

Program managers are required to have a broad view of both program objectives and organizational culture and processes. Program managers should address a number of issues systematically and effectively during the course of the program; for example, optimizing resources among program's components, evaluating total cost of ownership, and overseeing requirements and configuration management across components.

Program managers lead the program management team in establishing program direction, identifying interdependencies, communicating program requirements, tracking progress, making decisions, identifying and mitigating risks, and resolving conflicts and issues. Program managers work with component (project) managers and often with functional managers to gain support, resolve conflicts, and direct individual program team members by providing specific work instructions. Leadership is embedded in the program manager's job and occurs throughout the course of the program.

Program managers employ strategic visioning and planning to align program goals and benefits with the long-term goals of the organization. Once the program goals and benefits have been defined, structured plans are developed to execute the individual components. While project managers lead the work on their components, it is the program manager's responsibility to ensure alignment of the individual plans with the program goals and benefits.

In programs, the program manager needs to integrate and control the interdependencies among the components by working in the five interrelated and interdependent Program Management Performance Domains. Through these Performance Domains, the program manager oversees and analyzes component interdependencies to assist in the determination of the optimal approach for managing the components as a program. The actions related to these interdependencies may include:

• Leading and coordinating common program activities, such as financing and procurement across all program components, work, or phases;

• Resolving resource constraints and/or conflicts that affect multiple components within the program;

• Communicating and reporting to stakeholders in a manner that reflects all activities within the program;

• Responding proactively to risks spanning multiple components of the program;

• Aligning program efforts with organizational/strategic direction that impacts and affects individual components, groups of components, or program goals and objectives;

• Resolving scope, cost, schedule, quality, and risk impacts within a shared governance structure; and

• Tailoring program management activities, processes, and interfaces to effectively address cultural, socioeconomic, political, and environmental differences in programs.

Through structured oversight and governance, program management enables appropriate planning, control, delivery, transition, and benefits sustainment across the components within the program to achieve the program's intended strategic benefits. Program management provides a framework for managing related efforts considering key factors such as strategic benefits, coordinated planning, complex interdependencies, deliverable integration, and optimized pacing.

Program managers should expect change from both inside and outside of the program and should be prepared to manage it. Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level. Program managers manage the program staff and the project managers and provide vision and overall leadership. Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken. Program managers mentor the progress of program components to ensure the overall goals, schedules, budget, and principles of the program are met.

4.1 Program Manager Performance Competences

Table 4-1 defines the respective elements for each unit of performance competence.

Table 4-1. Program Manager—Units of Performance Competence

4.2 Program Manager Personal Competences

Table 4-2 defines the respective competence for each unit of personal competence.

Table 4-2. Program Manager—Units of Personal Competence