Core Competencies of a Program Manager - Essay Example

Lecturer: Presentation: Introduction Program management involves administration of a number of interconnected projects in an organization for the purpose of accomplishment of organizational goals. A program is mainly concerned with the overall result of a combination of several projects that the organization undertakes. Organizations use a program to cover several projects in order to minimize the expenditures that might be incurred in administration of the projects as well as the possible risks that individual projects may be exposed to. On the other hand, the organization may enjoy economies of scale due to the combination of several projects in to one broad program. In order for organizations to succeed in their programs, they usually engage a program manager who takes charge of the administration of the particular program (APM 2008 p 26). This is a senior employee who is acts on behalf of the owners of the organization in coordinating the organization’s projects to ensure that they give the desired outcome. He/she is also in charge of ensuring that the projects are not exposed to risks or adverse external factors. The program manager has a responsibility of motivating the project managers and ensuring that they remain enthusiastic about their particular projects in order to ensure attainment of the desirable outcome in all. This helps in maintaining the overall productivity of the organization. The project managers usually analyze the needs of their individual projects and present them to the program manager who mobilizes the desired support from the organization. He has a responsibility of ensuring that the operating environment for each project is favorable for the success of the project (Lewis 2006 p 71). This essay is a critical evaluation of the core competencies of a program manager. These have been discussed in relation to their responsibilities within an organization. Core Competences of a Program Manager Effective Leadership, Interpersonal and Communication Skills Leadership is the responsibility of building ideas and inspiring others as well as making them to believe that they can bring transformation for the better. It involves organizing the talents of every person to get out their best. In order for projects within a particular program to succeed, the leader needs to have a capability of putting efforts to get factual outcomes. He is also required to have the capability of setting objectives harmoniously in order to accomplish a mission and setting priorities right. Leadership involves motivating others to execute some duties and change their belief in certain issues as well as their way of acting. The program manager is supposed to ensure that his leadership style is motivating and supportive to the project managers. His/her leadership style needs to encompass strong behavior models that he/she employs in influencing the decision of others (APM 2008 pp 28-31). The program manager needs to view his/her position as a responsibility to help the project managers to achieve the desired goals. He/she should be a strong leader who does not resort to blaming others when an undesirable outcome in particular projects is realized. Rather, he should always be available to initiate a solution. Interpersonal and communication skills are essential in any work place setting. The program manager is required to posses the capability of building strong working relationship and communicating effectively to the project managers in regard to the organization’s plans regarding the program. This is important in eliminating discontentment amongst the project officers, as well as feelings of being sidelined in the allocation of resources (Lewis 2006 p 81). He should be approachable by the project officers as well as welcoming for their ideas about their projects. Interpersonal skills enhance harmonious working within an organization, which is significant in the realization of the organization’s objectives. Decision Making Programs are managed effectively through profound decision making. This is the task that forms the basis of an effectual program. The program manager should be able to make sound decisions in order to ensure that failures do not arise due to inappropriate decisions. He should also be capable of spearheading the decision making process in the situations that require collective brainstorming. Such processes require a strong leader and perfect decision maker in order to ensure that all the individuals involved are able to respect other people’s decisions (David and Gareis 2006 p 112). He/she heads the decision making process and offers a good example through listening and making careful considerations before choosing whether to accept or reject the opinion of others. Team Building An organization’s projects are usually interrelated, and mainly focus on accomplishment a particular goal. This means that no project can be managed in isolation disregarding the others. In order to enhance the realization of the overall organizational goal, it is important for the program manager to mobilize the project managers to work as a team. This presents an avenue for sharing ideas and solving problems that may be affecting the projects. The program manager should be able to network and organize the project officers to work as a team to facilitate the accomplishment of organizational goals. He/she should be able to aggressively search, make out and build useful associates for the program (APM 2008 p 37). The person should be capable of giving confidence to the project managers in order for them to cooperate and accept the opinion and ideas of each other as well as collaborate in learning skills. Lewis (2006 p 66) observes that in order for the program to acquire the desired collaboration amongst those involved, the program manager needs to actively participate in the process rather than play a supervisory role. This instills confidence amongst those involved in the program, which is significant in their performance and the desire to work as a team that in turn tends to work confidently towards accomplishment of the proposed objectives. Consultation within the organization helps the program officer to appreciate the problems that the projects may be facing and therefore plan on how to tackle them. On the other hand, constructive discussion with project officers and stake-holders is significant in the efforts towards improvement of output as well as assisting in the identification of possible threats to the program. It is important to encourage others to raise solutions. He/she should pay attention to their thoughts and present a positive response. This can be done through constructive debates on each of the ideas presented by the people. He should be ready to work alongside others in implementing the agreed activities. Team building is therefore a core competence for a program manager. Program Planning, Monitoring and Evaluation of Progress Witzel (2003 p 75) observes that a program includes a number of interconnected projects aimed at accomplishing a particular organization’s goal. Its complexity poses a great challenge to the organization and therefore there is need to have a person who is competent in overseeing the successful implementation of the projects within the program. In order for this to be achieved, the program manager needs to ensure that a comprehensive plan is developed in regard to the implementation of the projects under the program. He should be aware of the projects’ life cycles as well as the intended outcome of each. This forms a significant basis for monitoring and evaluation. The program manager should also be capable of assessing the implementation of projects to ensure that implementation is progressing according to the project plan. He/she should be able to identify problems and initiate solutions as well as offer guidance to the project officers in case of new developments that may present challenges in regard to the project implementation. Through planning, the program officer should be able to organize the program management structures in order to ensure that there is an effective working and reporting system. The person should also be able to initiate positive changes in the implementation of projects in order to ensure that they match with the prevailing conditions in the operating environment. In case of issues regarding disputes within the program, the program manager needs to offer sound judgment that promotes harmonious working. He/she therefore needs to be competent in problem solving (Ensworth 2001 p 66). Competence in Program and Project Management Frameworks The program manager needs to be capable of ensuring that the outcome of the program is of the desired quality. In order to achieve this, it is important for the person to be familiar with project management approaches. With this competence, he/she is able to ensure that the project managers produce quality output CCTA (1999 p 91). It enables him/her to ensure that the activities within the program are consistent. He/she is also capable of ensuring that the program is articulate with other programs within the organization. It is also important to understand the standards of measuring quality in order to determine whether the output satisfies these standards. In order to be effective in quality assurance, the program manager needs to be competent in program and project management frameworks, which according to (Duncan 1996 p 98) include “Projects in Control Environment (PRINCE) and the Project Management Body of Knowledge (PMBOK)”. Possession of these management tools by a program manager is a major competence that is significant in management of complex programs. The two are standards recognized globally, and are widely used in project management. Budgeting and Resource Allocation All projects operate within particular budgetary allocations. If resource allocation is not done effectively, there are usually high chances of failure in accomplishment of project objectives. The program manager should be competent in ensuring that the projects do not operate with deficits due to poor allocation of resources. This is a problem that arises mainly in the initial stages whereby there occurs an underestimation of the amount that is needed to complete a particular project. Careful planning and possession of vital information concerning the program is needed. The program manager should be analytical and able to predict changes in the operating environment (Ibbs and Kwak 1997 p 57). This can be important in developing a comprehensive budget that does not allow misuse of funds or shortfalls in resource allocation. It is necessary to be proficient in accounting skills in order to make perfect projections in regard to the allocation of the available funds (Ensworth 2001 p 73). The effectiveness of these allocations usually depends on external factors such as inflation and other factors in the financial system. Possession of knowledge regarding the financial system helps in minimizing risks associated with its dynamics. For example, inflation may push up the prices of materials in the middle of the projects’ cycle. A competent program manager is capable of initiating collective action to ensure that projects are completed effectively despite the financial difficulties. Responsibility The program manager should be a responsible person in regard to all features of the program. He needs to be focused on it and should be able to analyze the opinions of others before incorporating them in the program. It is important to accept the advice of others while on the other hand appreciating the fact that not all views and advice should be taken as right. Adoption of the wrong advice may cause program failure, and the blame is usually pointed at the program manager. It is also important that the program manager concentrates on his/her program exclusively. The inability to concentrate usually leads to time wastage as the person focuses attention on other issues which might not be important in regard to the program (Duncan 1996 p 93). This may lead to failure in accomplishment of the objectives of the program. Knowledge concerning the End User’s Preferences The program manager should understand that the quality of the end product will directly affect a person who will use it. It is therefore important that he/she understands the needs of the consumers of the products of the program. Even if it is necessary to delegate duties in order to enhance accomplishment of program objectives, the program manager should posses the ability to seek and find essential knowledge concerning the users of the products from the program (Duncan 1996 p 98). competent program managers posses strong research skills that help in ensuring that they are knowledgeable rather than depending solely on the knowledge of the junior officers who are in charge of consumer research. Failure of such officers to perform may not be noticed without independent research by the program manager. Vision An effectual program manager should be a visionary person who has clear aims in regard to where he/she wants to be in future, and the manner through which to get there. He/she should be capable of communicating this vision in an articulate way. He/she should be flexible and able to change the program plan to incorporate new developments in order for the program to match with changes in the operating environment. He should be capable of forecasting and preparing for unexpected changes in the operating environment that may affect the project plan. He should be able to share his vision with others and lifting them up when they are faced with difficult situations. Through their visionary character, they build confidence in the team players and ensure that others own the program, a factor that is significant for the accomplishment of program goals (Ibbs and Kwak 1997 p 67). It is usually important to empower people in such a manner in order for them to acquire the desired confidence. With confidence, everyone feels free to make a contribution to the program. Integrity Ensworth (2001 p 93) argues that a program manager needs to demonstrate integrity through his actions. These are significant in setting the pace for the rest of the team. Words alone can not motivate the project officers to be fully committed to their projects. The reliability of the program manager in all the operations of the program encourages the others to remain focused on achievement. He/she should be able to promote ethics in all practices within the program. The person should lead by example in order to be successful in maintaining ethics in the program activities. This is achieved through setting up standards for decent practices amongst the team members. He/she should be committed to ensuring that these standards are adhered to. It is also important to ensure that self interest is suppressed in all the activities. This is because teams do not operate effectively when there lacks openness and focus on project objectives. Seeking to fulfill self interest tends to divert the team from the objectives of the program leading to eventual failure. The program manager should stick to the common values of the team whereby everyone in the team works in honesty and dedication. Enthusiasm A positive attitude towards the program activities is important in enhancing the accomplishment of program goals. People generally have an aversion to pessimistic leaders. These usually lower their morale and vigor. A program manager should promote self esteem amongst the team members through being enthusiastic about their work. This is usually important in solving work place conflicts. Enthusiasm promotes unity amongst the team members, and also helps in remaining focused towards accomplishment of program goals. This is because when a person does not believe that something can not be done, it is likely that it will remain difficult and will never be done (Kerzner 2007 p 121). The liveliness that is generated through enthusiasm makes everyone feel as part of the process, a factor that is significant in regard to owning the program. Once the team members own the program, it is possible for each of them to remain focused towards accomplishment of the objectives. Empathy Understanding is important in any work that involves complex activities. It is important for the program manager to understand the issues that may hamper progress in regard to the activities allocated to each individual. This is significant in ensuring that the team members are contented and that they are duty-bound in regard to the program tasks. It helps in allocating each task to the most suitable person depending on abilities. It would be unfair to allocate tasks to people who are unwilling or unable to perform due to personal issues. He/she needs to understand the importance of work-life balance amongst the team members. The use of force is not a suitable decision since people may accept tasks, not because they would like to work but because they have been forced to do so, failure to which they may be reprimanded (David and Gareis 2006 p 93). The program manager should be capable of carrying out the necessary research in order to establish what each team member is able and willing to do. Power of Endurance Many times program managers are faced with difficult times which may come as a result of changes in the financial system leading to inflation, project officers leaving the organization willingly, through disease or death and other issues such as withdrawal of funds by donors. Such issues may present a major blow to the program. Hardiness is one aspect that helps the program officer to oversee the affected projects. For example if a project officer abandons or leaves the program abruptly due to health problems, a program officer who understands all the aspects of such a project will not find it hard to appoint an appropriate person to take charge as the organization awaits to recruit a new project officer. Under certain circumstances he/she can take charge in the same capacity for certain duration (Goldratt 1997). This means that the program can not fail because of the departure of staff. In regard to finances, it is easy for a resilient program manager to solicit funds to keep the program running. Conclusion Program management is a complex activity that requires a competent person if the program goals are to be accomplished. Effective leadership and decision making skills are significant in accomplishment of program goals. The program managers should possess sound interpersonal and communication skills. It is important to be effective in team building and also be aware of the critical project management tools, which include competence in budgeting and resource allocation. It is also important to be a responsible and visionary leader who is able to plan and coordinate monitoring and evaluation of progress. The program manager also needs to be understanding, enthusiastic and should always act in integrity in order to serve as a good example for the rest. The power of endurance is a strong aspect that helps in seeing the program though to completion. Bibliography 1. APM. Planning Specific Interest Group. Introduction to Program Management, Association for Project Management, 2008. 48 pages 2. CCTA. Managing Successful Projects with PRINCE 2, London: The Stationery Office, 1999. 3. David I. and Gareis R. Global Project Management Handbook, McGraw-Hill Professional, 2006. 4. Duncan, W.R. The Guide to the Project Management Body of Knowledge, Project Management Institute, Sylvia, N.C. 1996. 5. Ensworth, P. The Accidental Project Manager: Surviving the Transition from Techie to Manager. Chichester: John Wiley, 2001. 6. Goldratt, E. Critical Chain, the North River Press, 1997. 7. Ibbs, W. and Kwak, Y. H. The Benefits of Project Management: Financial and Organizational Rewards to Corporations, Project Management Institute, Sylvia, N.C., 1997. 8. Kerzner, H. Project Management: a Systems Approach to Planning, Scheduling and Controlling. 7th Edition, Chichester: John Wiley, 2007. 9. Lewis R. Project Management. McGraw-Hill Professional, 2006 10. Witzel M. Fifty Key Figures in Management‎, Routledge, 2003 Read More