Project Manager vs Program Manager

7/27/2019 Project Manager vs Program Manager

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37 DefenseAT&L:July-August2008

Peisach, a consultant at Cambria Consulting, has designed and imple-

mented talent development solutions for project and program manager

roles in numerous client organizations. Kroecker, a partner at Cambria

Consulting, has led the development of an online program manager as-

sessment center and a project manager 360-degree feedback process.

Project manager or program managerwhats thedifference between the roles? Many organizationsare asking themselves this question, and the an-swer often varies significantly, even within thesame organization. In some circumstances, the

titles denote a difference in seniority or compensation.In others, it implies a significant difference in scope of re-

sponsibilities and organizational impact. And sometimes,there is no meaningful difference at all outside of tradi-tional naming conventions within an organization.

Why does identifying the differences between the rolesmatter? Because it is important to be able to identifyunique responsibilities and important characteristics ofany job. Clear role definitions are important in setting theappropriate expectations for individuals in these or anyroles. People need to know the definition of their roles andwhat their duties involve in order to perform their jobssuccessfully. They need to know how to move toward the

next level in their careers. If an organization does not havea clear view of these expectations, there is no way to com-municate them to its employees. An employee withoutclear expectations lacks direction, and that makes it verydifficult for organizations to train and develop employeesto the competencies that fuel high performance.

Why is it particularly important to understand the differ-ences between these specific roles? Program manager isa role that many project managers aspire to; it is like anber-project manager, often handling the most strategicand important programs for an organization. By outlin-

ing the similarities and differences between the roles, wehope to enable individuals to better understand and plantheir own careers or the careers of their team members.

For the purposes of this article, these similarities and dif-ferences are loosely organized by job focus, challenges,and key capabilities.

P R O G R A M M A N A G E M E N T

Project Manager andProgram Manager

Whats the Difference?Jeffrey Peisach Timothy S. Kroecker

Differences in Job FocusThe job focus of the project manager is both narrower anddeeper than that of the program manager. Project manag-ers are responsible for the project, the project team, andthe outcomes the team is working on. Program managershave a greater breadth of responsibilities, oversee multipleproject teams, and are held accountable for the overalloutcome of the program. There may be numerous proj-

ects that feed into a program, and the program manager


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DefenseAT&L:July-August2008 38

must monitor them all and understand how each contrib-utes to the success of the program.

Project managers are responsible for a deep level of tech-nical knowledge about their projects. Often, the successof their projects depends upon their attention to technicaldetails. Program managers may have the same level oftechnical knowledge, but they are responsible for under-

standing a wider variety of issues and appreciating themost salient of those issues and the impact they mayhave on other projects or the program as a whole. Inorder to be successful in the role, a program managermust often resist the instinct to dive deep into technicaldetails and instead strive to see the projects from a moreholistic perspective. While a project manager is focused oncompleting deliverables and hitting milestones on time,a program manager needs to know how slipping on onedeadline impacts other projects and milestones as wellas what risks that creates for the program.

Project managers are responsible for the execution andimplementation of processes and the use of standard or-

ganizational systems and tools. The role of the programmanager is to work with the organization to establish whatthese standards should be and to oversee the develop-ment of the tools and systems to effectively and efficientlymanage projects.

Differences in Job ChallengesGiven the differences in job responsibilities and focus, it

stands to reason that the challenges project and programmanagers face in the accomplishment of their jobs arealso different.

Project managers face difficulties adhering to processesand using systems that are designed to meet organiza-tional needs. For legitimate reasons, these processes andsystems are often developed to support a variety of proj-ects and meet the needs of the business, not the needsof any specific individual. It is the project managerschallenge to interpret generic or overarching guidelines,

PROJECT MANAGER PROGRAM MANAGER

Narrow Span of Control Wide Span of Control

BreadthhtpeD

MacroorciM

Project Management Portfolio ManagementExecution & Implementation Tools, Systems & Processes

vs.vs.

Differences in the Job Focus of Projectand Program Managers


vs.vs.

Process DevelopmentecnailpmoCssecorP

Cross-Business/EnterprisenctionaluF-ssorC

Time Management andPeople Coordination

Orchestration andPeople Management

Project Completion on Time,on Budget, and to Expectations

Return-on-Investmentand Value Delivery

Conflicting Project Requirements Competing BusinessStrategies and Objectives

Job Challenges Faced by Project and Pro-gram Managers


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processes, and systems in order to leverage those items

effectively in a specific project. For the program manager,the challenge is not only to develop systems and toolsthat can be reasonably applied to a variety of projects,but also to ensure the disciplined application of standardpractices and procedures across linked projects that allrelate to one organizational program. These challengesinvolve understanding the perspectives of various groupsand meeting diverse and sometimes contradictory needsat a level beyond that of a project manager.

Project managers tend to work cross-functionally, whereasprogram managers are more likely to work with stakehold-

ers across the entire organization. They both face chal-lenges in spanning boundaries and must work to meetthe needs of multiple constituents, but the magnitude isgreater for the program manager. Often, project managersoversee projects that serve several internal and externalcustomers. For example, if the project is the implemen-tation of software to track human resource transactions,the project manager faces the challenge of working withinformation technology representatives, human resourcesemployees, and perhaps accounting and finance special-ists. Following along the same lines, the program managermay be charged with the implementation of an enter-

prise-wide system to track employees and all informationrelated to them from hire to retirement. The programmanager is then dealing with customers in other func-tions as well, often across several business units. In thisscenario, the project manager is most likely to interactwith subject matter experts, line managers, and otherproject managers, while the program manager is influenc-ing those at higher leadership levels.

Benchmark Analysis of CompetenciesCompetencies are defined as the skills, attributes, andcapabilities that characterize high performers. A compe-tency model is the collection of competencies designatedto a specific job role or organizational level. We performedstudies for a variety of organizations to help them deter-mine what the key competencies are for individuals inboth project manager and program manager positions.Competency models developed in partnership with ourclients were examined to determine the core capabilitiesneeded to be successful in each of these roles as well as

the important differences between them.

Our benchmark analysis incorporated competencies for16 distinct project and program manager roles across13 organizations specializing in technology, manufactur-ing, pharmaceuticals, retail, financial services, aerospace,information technology services, and utilities, as well asfrom the federal government.

In order to suitably compare the most critical capabili-ties across different roles and organizations, we createda common language of concepts intended to cover a

number of different competency names and titles. Forexample,Focus on the Customer in one competency modelandBuilds Strong Customer Relationships in another bothfall under the umbrella ofCustomer Focus in our list.It is important to note that some benchmark competencymodels also have a greater amount of subtlety and detailthan others. In other words, some client models have sev-eral competencies that fall under the same concept whileothers only have one. For example, one project managercompetency model includes both Manage Complex Activi-ties and Time Management. For the sake of the analysis,

both of these competencies are counted as one vote forthe conceptPlanning and Organizing.

There are important parallels across the roles. For example,Results/Goal Orientation is important to both for obviousreasons. Team Building/Managementis also found on bothlists. People in each job must manage their teamsgen-erally in an informal capacityto set expectations andensure resources are being effectively executed.Influence is also an important competency for both roles,though it may be leveraged in different ways. Project man-


Analytical Thinking Systematic Thinking

Communication Skills Interpersonal Astuteness

Business Orientation Results/Goal Orientation

Results/Goal Orientation Influence

Influence Team Building/Management

Team Building/Management Strategic Thinking

Customer Focus Making Tough Decisions

Top Competencies Per Role

Project/Program Manager continued on page 51


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Teleworkingusing the Internet, home telephone, andeven private fax machines to work from home or an al-ternative locationis getting more and more recognitionfrom senior policy makers. After all, its not just a way tocut down on energy and water costs or to reduce emis-sions from vehicles.

A telecommute program would allow employees to work

from home when they, or their family members, get sick.Periodic transit strikes, bad weather, traffic incidents, andincreased security due to terrorism threats at transporta-tion hubs might also prompt employers to think aboutsetting up a telecommute program, said John Edwards,chairman and founder of the Telework Coalition, in theWinter 2006It All Adds Up newsletter.

The U.S. Senate recognizes the benefits of teleworking.In November 2007, the Senate Homeland Security andGovernmental Affairs Committee voted to make it easierfor federal employees to telework by passing a bill that

would allow all federal employees eligible to telework,excepting those who work in intelligence, those who workwith sensitive information, and those whose job requiresa physical presence. This is a step beyond the previoustelework policy, which stated that only those granted su-pervisory approval could telework. In 2006, the Office ofPersonnel Management reported that only 111,549 federalemployees out of 1.8 million teleworked. That numberwill hopefully continue to grow.

I have a 90-mile commute, so it is a long one. But tele-working on an ad hoc basis does save a great deal of

time and gas. That time saved is recaptured doing work,said Paul Ryan, the Defense Technical Information Centeradministrator. DTIC offers all of its employees the optionto telework on a regularly recurring basis or an ad hocbasis, and about 70 percent of the centers workforceteleworks.

Change is A-CominIts not going to happen overnight, but change is comingfor DoD. Growing energy dependence is risky for depart-ment operations, as President Bush pointed out, and thereneed to be better energy practices. Also, environmentally

friendly techniques such as telework can help protect thedepartment from lost productivity resulting from terror-ist attacks. Recent policies and orders demonstrate thatbetter accountability for the departments environmentalpractices will benefit the department.

Ultimately, theres just one Planet Earth. Just as the warf-ighter defends our country, DoD can defend our planet.

Theauthorwelcomescommentsandquestions

[email protected].


Theauthorswelcomecommentsandquestions

andcanbecontactedatjpeisach@

cambriaconsulting.comandtkroecker@

cambriaconsulting.com.

agers are likely to influence down or across to motivateothers to meet deadlines, complete deliverables, or pro-vide information and expertise. Program managers havea greater need to influence up in order to gain buy-in atprogram inception and secure the resources necessaryfor successful implementation.

As for the differences, the number one competency foreach role is telling. Project managers useAnalytical Think-ing to evaluate issues, adjust plans, and solve problems asthe project progresses. Program managers, however, mustmaintain a broader view. They use Systematic Thinking totrack the interconnections across projects and recognizeissues or conflicts that will put milestones at risk.

Program managers also need to understand the impacttheir programs will have on other areas of the business.Their focus on strategic thinking and the overall business

processes differs from that of a project manager, whosecustomer focus is directed on the short-term needs ofinternal or external customers.

In terms of the differences in competencies between thetwo roles, we should note that the program manager islikely to have been a project manager at some point intime and has already developed the skills and competen-cies required for success in that role. Also, the goal here isto discuss the most important professional competenciesfor each role. There are certainly other relevant functionaland technical skills. That is, just because communication

skills are not listed among the most important competen-cies for program managers, its not to imply the skill isntuseful. However, our data show that communication skillsdo not differentiate the high performer from the averageperformer as much as the competencies on our list.

What Does It All Mean?Although there are similarities between project managersand program managers, there are fundamental differencesas well. Recognizing these differences can help organiza-tions enhance the impact of their selection processes,training and development efforts, and performance man-

agement systems. Recognizing and articulating the differ-ences in a clear and compelling way will lead to greaterproductivity and business results.

The authors wish to thank Joyce Quindipan for her contribu-tion to this article.

Project/Program Manager continued from page 39

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Project Manager vs Program Manager