Dear _______,
After researching about program management, I have come across different perspectives that made me think that pursuing a career in this field can be promising for one’s professional and personal growth. This letter contains several of my findings about program management and why I decided to pursue a career in this field.
A career in program management can be challenging and I found that any candidate for this position have to possess certain characteristics that will enable him to deliver according to management expectations. The complex responsibilities require that the program manager must have the core competencies, attributes and right attitude to handle different roles. Further, I found that while trainings and certifications does not guarantee that a candidate can be able to satisfactorily deliver, it is still important for individuals aspiring to be program managers to acquire the certifications.
I am particularly drawn to the challenges of a career in program management, and I am committed towards enhancing my skills to meet the required competencies in this field.
Respectfully yours,
Abstract
The changing needs of many organizations today resulted in the emergence of program management. The objective of any organization to achieve the best possible outcome requires proper implementation of projects, and this can be accomplished with the support of program managers. The program managers have the responsibility to monitor and direct the different project activities so that each will be able to fit and realize the overall objective of the organization. His complex role requires that he is involved in the planning, execution and monitoring of the program, and adjust them according to the changing needs of the entity. There are specific skill sets and attributes that are expected or demanded of the project manager such as the educational attainment, experience, certifications, communication and interpersonal skills among others. Further, the project managers are also expected to have a full grasp of the organizational structure and strategies to be able to plan his programs effectively.
Keywords: Program managers, organizations, strategies
Introduction
The complex and evolving need of small and big organizations leads to the emergence of strategies that will support the entity in adapting to the changing demands of the business environment. It is the goal of every organization to stay ahead, thus the unwritten mandate for them to continuously evolve and adapt new ways to operate. However, the manner of continuous adoption of new strategies can have a massive impact on the resources and the structure of the organization. In addition to that, an organization must be capable and efficient enough to interconnect large-scale projects at any one time in order to stay on top of its game. A need to be able to properly organize and monitor several projects called for the emergence of program management in both public and private organizations. The program manager sees to it that individual assignments come together efficiently and fit in with each other for the attainment of the required organizational objective within the desired time scale. To ensure the proper integration of different projects and in order to achieve the required business change, the organization looks up to the program manager to direct the diverse organizational projects. The program manager must ensure that there is a smooth conversion from the existing business setups to the prospective future approach.
Program manager development based its foundation and history of the Office of Systems, and from there has gradually but steadily grow largely because of the type of existing leadership. Reports indicated that "executive-level ‘buy-in’ has been consistent from the start, dating back decades, and plays a large role in the development of program manager practices” (PMI, 2014). The economic crisis that continuously plague international organizations leads to the dependence on “effective program management to play a critical role in bridging the gap between formulation and execution” (Chatterjee, n.p)
The program manager has a complex role in the organization that may range from planning, design and the implementation of the programs. This requires that the person who is tasked and accountable for the program management must be fully equipped in terms of education, and other necessary skills. The program leaders are considered as first level leaders who must possess “technical, interpersonal and conceptual, and systems skills” (Payne, 12). These skills are not only valuable in the efficient execution of the organizational programs, but are necessary to help the program manager in his daily undertakings within the entity. There are many ways to assess the competencies of a candidate for a program manager position, and a closer examination of their role can lead to better understanding the core competencies, skill sets and qualifications required of them:
Program managers are expected to work under minimal supervision and they are held responsible for the coordination and management of diverse but interrelated projects that are directed toward the intended economic and structural objectives. By nature, these programs generally contain intricate activities that can affect different functions within the organizations, across geographic locations and cultures. It is therefore the goal of every program manager to build a credible image, establish good relationship and maintain sufficient communication with various interested parties at all levels, extending to parties outside of the organization (Project Management Institute, 5).
It is also the task of the program managers to outline and start new projects. They are responsible in delegating assignments to project managers such as managing cost, scheduling and looking over the performance of component ventures, while they work to make sure about the eventual success and approval of the program. In addition to that, program managers must keep up with the proper position of program scopes according to strategic business goals. In most instances, the project manager makes endorsements to adjust the program to better enhance its effectiveness in working towards the business and economic objective. The program managers are accountable “for determining and coordinating the sharing of resources among their constituent projects to the overall benefit of the program” (Project Management Institute, 5).
The complex role of the program managers requires that they possess the knowledge and skills that are necessary to be effective in implementing the project. This will greatly benefit the business or the government sector, as it enables them to make prudent decisions that are geared towards accomplishing the strategic objectives. Further, the program manager must posses “advanced skills in finance, cross cultural awareness, leadership, communication, influence, negotiation and conflict resolution” (Project Management Institute, 5).
While certifications do not guarantee that a program manager can increase business results, it remains important that candidate for program manager positions are holders of certain degrees and certifications (Goff, 7). The following table shows the overview of PMI’s PgMP eligibility requirements. The tables show that an aspiring project manager must have attained a certain eligibility or educational attainment to further qualify for further PM certification.
Or
Source: Project Management Institute. PMI Program Management Professional Handbook N.p., 2016. Print.
For most people in the project manager position, the next step in their career is generally geared towards becoming a program manager. It is to be noted that the roles and responsibilities of the project manager are different from that of the program manager (Peisach and Kroecker, 37). While the former managers vertically, the latter “managers horizontally across the functional projects involved with the program” (PMI, n.p). The program manager does not solely rely on his technical expertise, but also on his leadership abilities and business knowledge. It is the goal of every program manager to make sure that the efforts exerted in implementing cross-project works are feasible based on the standpoint of the business and that the benefits of the projects exceeded the cost to implement them. This is exemplified in the job description of a project manager (Appendix A), where one of the job description indicated that the candidate for the position must ‘maintain and enhance the commercial position for product and tooling costs and selling prices.’ That is, project manager must have the ability to work towards the assurance that the project reaps benefits after its implementation.
Further, program managers must have a full understanding of the organizational strategies. Most organizations today have to shift their organizational strategies, and it is up to the program manager “to adjust the program and the projects that are the building blocks to get there” (PMI, n.p). There is much that is expected of the project manager because the organization rely on his ability to manage interdependency of the different projects, thus, he must not only able to crucially analyze each situation, but he must also be able to properly communicate it to the organizational levels concerned.
The Project Management Institute director, Brian Grafsgaard, discussed some of the attributes of a successful program manager. He claimed that in order to be successful in this career, one must be sufficiently capable in the field of financial management and budgeting. This is because most organizational programs involved large expenses and budgets that necessitate sound grasp of the intricacies of finance. The project manager must be knowledgeable “in establishing and executing the governance framework for both the constituent projects and the program itself” (PMI, n.p). This aspect is exemplified in the job description of a project manager (Appendix B) where the successful applicant will be tasked to ‘monitor inventory levels to support the manufacturing process as well as provide communication to the customer until delivery’.
Conclusion
The transforming and varying necessities of public and private organizations today called for the rise of program management as a promising career. Every organization has the objective to achieve the greatest conceivable result of operation and this can be achieved through an effective program management. Qualified individuals are then called to take on the role of project managers, with the goal of implementing plans and cross-project works that will lead to an overall benefit for the business. The program manager has a complex role in the organization, and he is expected to be involved in the planning and executing program, and adjust such plans in accordance with the emerging needs of the organization.
Works Cited
Chatterjee, Ruchira. "Why Program Management is an Essential Part of Strategy Execution." PM Times. N.p., 2010. Web. <https://www.projecttimes.com/articles/why-program-management-is-an-essential-part-of-strategy-execu>.
Goff, Stacy. "Comparing PM Certifications: Which is Best For You?"International Project Management Association (2013): n. pag. Web. <http://www.ipma.world/assets/PM_Certifications_Compared.pdf>.
Payne, Vivette. First Level Leadership. AMACOM Div American Mgmt Assn, 2005. Print.
Peisach, Jeffrey, and Timothy Kroecker. "Program Manager and Program Manager." Program Management (2008): n. pag. Web. <http://www.dau.mil/pubscats/pubscats/atl/2008_07_08/pei_ja08.pdf>.
PMI. "What Does it Take to ba a Program Manager." Project Management Institute. N.p., 2010. Web. <http://www.pmi.org/learning/professional-development/career-central/what-does-it-take-to-be-a-program-manager.a>.
Project Management Institute. PMI Program Management Professional Handbook. N.p., 2016. Print.
Project Management Institute. "Series on Program Management Success in Government." (2014): Web. <https://www.pmi.org/~/media/PDF/Case%20Study/Government_Program_Management_Success_S>.
Appendix A
Program Manager
Plymouth, MI
Job Description
We need a Program Manager who is confident in his work,
education, and is easy to work with.
The Program Manager will manage the achievement of the program customer and internal milestones, commercial position, and integrity of the product in development. Manage program launch readiness through full production and support for life of program.
Manage the internal Product Development Team (PDT) associated with the lamp's development. Guide that team to achieve the relevant milestones (design completion, tool kick off, supplier readiness, etc.) Drive the program through the Product Development Process (PDP).
The Program Manager will meet with the various customer representatives on a regular basis. Communicate and negotiate product, timing and commercial deliverable.
Maintain and enhance commercial position for product and tooling costs and selling prices.
The Program Manager will be able to focus on and support the product engineering process, ensuring high levels of product integrity.
The Program Manager will need to communicate program information to Company Executive Team.
Manage Engineering Changes to ensure all tasks are completed on time and to protect the commercial interests of the company.
The Program Manager will ensure all PPAP deliverables are submitted by PDT members and submit final PPAP to customer.
Ensure tooling is invoiced promptly upon customer approval.
Keep entire PDT engaged and solicit help from other groups as necessary to facilitate the APQP Process.
The Program Manager will manage activities of team members to meet the program milestones and conduct performance reviews for core team members.
The ability to develop and maintain Program Status Reports (Program Management Templates) and use reports as a Management Tool for performance monitoring against Customer (internal / external) expectations.
Transparency in communications with the understanding to escalate when appropriate for assistance in resolution.
A continuous improvement mentality and the ability to apply this personal capability and knowledge to the companies processes, products, and associates (mentoring).
Excellent planning and organization skills.
Appendix B
Program Manager
Basilone Executive Search
Pittsburgh, PA
Job Description
A Program Manager is needed for a high profile manufacturing concern in Pittsburgh, PA. This is a very fast paced environment with a customer centric attitude. This Program Manager will support pre sale initiatives and after the sale is made the Program Manager will monitor all activities through delivery.This position requires an engineering background in component manufacturing. They will monitor inventory levels to support the manufacturing process as well provide communication to the customer until delivery.This is a highly visible position including high exposure to the customer throughout the manufacturing and delivery process. The Program Manager will work in conjunction with other Program Managers, Purchasing, Inventory Management, Supply Chain and Finance.Minimal travel is required. This Program Manager will support multiple customers and programs.Base salary $70,000 to $85,000 with bonus opportunity.
Job Requirements
BS in Mechanical, Industrial or Electrical Engineering is REQUIRED4 years of Project Management or Program ManagementElectromechanical or Electronics Manufacturing is REQUIREDComponent based manufacturing
