What is the difference between a project manager and a program leader?

That would beg the question of what the difference is between a project and a program (or programme, as many of my international colleagues would spell it). 

Programs, unlike projects, are, by intention, transformational.  As a consequence, here are some characteristics of programs that are different from projects:

• The stakeholder landscape includes Board level and cross-functional senior executives
• The nature of a program is often a “bet the company” strategic effort
• The specific work plan is not knowable at the beginning of the journey
• Expanding value delivered is more critical than controlling scope
• The performance of a team of hundreds (not dozens) needs inspirational (not controlling) styles of leadership
• The solutions that leverage such significant business value have many potential failure points
• The organizations responsible for delivery (internal IT, software vendors, consultancies) must also adopt a “bet the company” level of commitment.

(Some of you may have noticed that the previous seven bullet points seem curiously correlated to my view of the dimensions of project/program health.  No coincidence there.)

So how does that translate into the differences in our personal “game” as we move from project manager to program leader?  Here is my view of the critical areas that require a transformation in our own competencies:

• Executive level relationship management – we must become trusted advisors to a wide variety of senior stakeholders
• Leadership and personal power – we must achieve through influence and coaching, not through command and control
• Understanding and delivering business value – we must gain a deep understanding of the business problem, and ensure that all aspects of the program are driving to optimize business value
• Articulating a vision – it is our ability to inspire that will keep everyone moving toward the goal, in spite of fears, anxieties, and confusions that are inherent in programs
• Masterful negotiating skills – we must be able to craft a win-win situation among the many (and often competing) internal and external organizational objectives.

Sound a bit daunting?  Here is the good news:  I believe that effective program leaders are made, not born.  That is to say, one can learn and acquire proficiency in the competencies I have listed above. 

Mind you, these competencies do not come easily or quickly, but there are approaches that will accelerate these aspects of professional development for the program leaders of tomorrow.

The investment of time and money required seems appropriate if you’re going to “bet the company” on the competency of a program leader.