Edward (Ed) McCloskey, MBA, PMP, FLMI

If you are applying to a program manager role for the first time, customize your resume to emphasize you have successfully managed multiple projects at the same time. Also highlight the types of executive level interactions you have experience with and how you helped identify issues, collaborated with others on possible solutions to implement game changing solutions to issues as this demonstrates a more strategic program role skill set and perspective.

If you are building your capabilities internally, one approach is to work with your manager to build a personal development plan together as part of your annual plan. Both internal and external training for example. If you are larger company, you could reach out to someone in that role in another area of the company to ask them if they would be open to mentoring you or be a sounding board for challenges you are having if you are new to the program manager role.

Start a conscious shift from “my projects and resources” - when managing a few projects - to our projects in the program and how best to drive results and outcomes for the program. Sometimes certain client customizations for one project should be delivered first so other clients can benefit from leveraging that customization or functionality. Continue to develop your business acumen and understanding of the industry or sector your program supports and there can be changes in the business that might drive deprioritizing projects in your program.

If you have managed a few projects at the same time, seek to manage more projects and the same time and take a “program” approach to consolidate resource and risk management activities. Then it will be easier to build learnings and experiences to continue your journey from a project manager to program manager.

Lots of great points have been shared by others! One thing I would add is that the program manager may need to work with executives and resource managers to prioritize the delivery of projects in the program and load leveling of resources across projects in the program. Looking at project risks for common risks within the program can require attention as well.

A lot of feedback processes tend to be digital based which helps collect data in a standard format and saves for analysis. Yet the key to this is will people even fill out the survey? Back to where I started the thread, if you can assess the processes in person and stay in engaged you will build rapport and get feedback along the way to get to the desired end game. You’ll know as you go! And don’t forget to conduct a process improvement debrief - like a project closure debrief - or an after action review. And in conclusion, make sure to celebrate success when the processes are improved 🥳