![]() “Leading by example” the transformational change brought about by the program and.Demonstrating “visible” support to the program and its management team.Approving the program’s progress against the organizational strategy and objectives.Resolving cross-program issues and strategic issues with senior stakeholders.Approving and authorizing the funding for the program.Appointing the senior responsible owner (SRO) to represent the interest of the sponsor.Authorizing the program on the basis of its mandate and business case. ![]() Ironically, seniority is often the reason they are ignored. The sponsor has some crucial responsibilities, some of which are often ignored to the detriment of the program. Often in large programs, there is more than one sponsor or sponsoring group. The sponsor is the most senior member of the program organization. In this paper, we will concentrate on the major roles within a program that differ from those of project management primarily, we address what is referred to as the program board by Managing Successful Programs (OGC, 2007). Such roles include the project manager, customer, senior user, planning coordinator, etc. That is to say, projects by default are present in every program and as such, certain project management roles must be present within every program. Without a clear understanding of these, it is unlikely that an efficient program management team can be put together Roles, Responsibilities, and SkillsĪ program, regardless of its structure, purpose, or outcome will entail a project or a number of projects (or a mix of projects and other programs). It is important to understand the relationship between a job, the role(s) involved, the responsibilities held, and the skills required to satisfy the job. Examples of attributes relating to these skills are: confidence, logical thinking and charisma. However, these can be personal attributes that were embedded in us during our early stages of development. Such attributes could also be acquired through training and experience. ![]() Sometimes, certain attributes are needed to help in the effective utilization of skills. Examples of skills are: communication, planning, and leadership. Skills are usually acquired through training, experience, or a combination of both. In order to satisfactorily fulfill a responsibility, a skill or a set of skills are required. Examples of responsibilities are quality control, management reporting, risk planning, etc. Required responsibilities vary depending on the type of initiative and the point of time within the program’s life cycle. ![]() However, not all associated responsibilities need to be satisfied on every occasion. Responsibilitiesįor every role assumed, there is a set of associated responsibilities. Typical roles in program management are program manager, planning coordinator, senior user, etc. In project and program management, there are often multiple roles associated with each job, depending on the needs and phase within the program life cycle. Within each job, there is at least one role to assume. Examples of jobs are marketing director, software developer, executive assistant, etc. Definitions JobĪ job is a position within an organization and is usually defined in the job description, which outlines what is expected from the person who will perform such a job and his/her skills and attribute. This paper tries to outline and clarify the major roles, their responsibilities, and the skills required to satisfy such responsibilities. ![]() Today, some confusion still exists over the roles of the different actors in program management and their peers in project management. It clearly outlines the role of the business change manager that constitutes the greatest difference between the roles found in project management and in program management. Here, program management was defined as “the action of carrying out the coordinated organisation, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realise benefits of strategic importance to the business”. A major milestone in such an understanding was the publication of Managing Successful Programs (Office of Government Commerce, (2007). More importantly in the context of this paper, program management as opposed to project management, varies not in scale but rather in the fundamental management aspects that have been well developed and defined over the past decade. The past two decades have seen a significant increase in project and program management maturity, largely with thanks to the efforts of the various project management institutes and associations worldwide. ![]()
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