Introduction:
Program management enables organizations to better organize people and projects, improving practices, services, and preparing for the future. For program management to be effective, support from senior managers and fulfilling key roles are essential. This article outlines how a program management organization is structured and the responsibilities of key roles within it.
Key Principles of Program Leadership
Effective program leadership requires empowered decision-making and relevant skills in managing cultural, financial, and resource challenges. Program leaders must balance the needs of the program with the organizationās day-to-day operations. Key leadership competencies include:
- Empowered Decision-Making: Leaders should have autonomy to secure resources, influence stakeholders, and navigate organizational priorities.
- Skills and Experience: Leaders must manage cultural change, program finances, and risk, ensuring alignment with organizational goals.
The Program Management Team
Sponsoring Group:
The sponsoring group, comprised of senior managers, oversees and supports the program. Their responsibilities include:
- Making investment decisions
- Supporting and promoting the program
- Advising the Senior Responsible Officer (SRO)
- Ensuring the program aligns with organizational objectives
- Providing leadership at key events
- Signing off on program completion
Senior Responsible Officer (SRO):
The SRO has overall accountability for the programās success and responsibilities include:
- Championing the program
- Providing strategic direction
- Securing necessary funding
- Aligning the program with evolving business needs
- Managing key program risks
- Supporting the Program Manager
Program Manager:
The Program Manager leads the program from set-up to delivery, ensuring the achievement of outcomes and benefits. Unlike a project manager, this role involves managing enthusiasm, conflicts, priorities, and multiple interlinked projects. The Program Manager works closely with the SRO, with responsibilities such as:
- Planning and designing the program
- Monitoring progress
- Managing the program budget and resources
- Recruiting team members
- Managing communication and risks
- Reporting to the SRO
Business Change Manager/Change Agent:
The Change Agent ensures that the programās outcomes are integrated into business operations while maintaining regular business activities. Responsibilities include:
- Collaborating with the Program Manager to ensure benefits are realized
- Identifying necessary changes and ensuring business as usual during transitions
- Monitoring progress and tracking the programās impact
Program Office
The Program Office supports the program team by providing services such as:
- Progress Tracking and Reporting: Monitoring the status of projects.
- Information Management: Maintaining master copies of documents and ensuring quality control.
- Financial Accounting: Assisting with budget control and maintaining financial reports.
- Risk and Issue Tracking: Analyzing project dependencies and recommending actions.
- Change Control: Recording and managing change requests, ensuring timely execution.
In larger organizations, the Program Office may support multiple programs and serve as a hub for information and best practices.
Conclusion
The success of a program depends on having the right people in key roles, whether these positions are full-time or part of existing responsibilities. Formal appointments ensure commitment and increase the likelihood of program success. The size and structure of the Program Team will depend on the scope, scale, and resources of the program.
