What is the difference between a project manager and a program leader?

That would beg the question of what the difference is between
a project and a program (or programme, as many of my international colleagues
would spell it). 

Programs, unlike projects, are, by intention,
transformational.  As a consequence, here
are some characteristics of programs that are different from projects:

• The stakeholder landscape includes Board level
  and cross-functional senior executives
• The nature of a program is often a “bet the
  company” strategic effort
• The specific work plan is not knowable at the
  beginning of the journey
• Expanding value delivered is more critical than controlling
  scope
• The performance of a team of hundreds (not dozens)
  needs inspirational (not controlling) styles of leadership
• The solutions that leverage such significant
  business value have many potential failure points
• The organizations responsible for delivery
  (internal IT, software vendors, consultancies) must also adopt a “bet the
  company” level of commitment.

(Some of you may have noticed that the previous seven bullet
points seem curiously correlated to my view of the dimensions of project/program
health.  No coincidence there.)

So how does that translate into the differences in our personal
“game” as we move from project manager to program leader?  Here is my view of the critical areas that
require a transformation in our own competencies:

• Executive level relationship management – we must
  become trusted advisors to a wide variety of senior stakeholders
• Leadership and personal power – we must achieve
  through influence and coaching, not through command and control
• Understanding and delivering business value – we
  must gain a deep understanding of the business problem, and ensure that all aspects
  of the program are driving to optimize business value
• Articulating a vision – it is our ability to
  inspire that will keep everyone moving toward the goal, in spite of fears,
  anxieties, and confusions that are inherent in programs
• Masterful negotiating skills – we must be able
  to craft a win-win situation among the many (and often competing) internal and
  external organizational objectives.

Sound
a bit daunting?  Here is the good
news:  I believe that effective program
leaders are made, not born.  That is to
say, one can learn and acquire proficiency in the competencies I have listed
above. 

Mind
you, these competencies do not come easily or quickly, but there are approaches
that will accelerate these aspects of professional development for the program
leaders of tomorrow.

The
investment of time and money required seems appropriate if you’re going to “bet
the company” on the competency of a program leader.