The Program Management Competency Model™

specifies the areas in which the program manager should gain proficiency to help an organization achieve its expected business results.

Customer and Market. This involves having a full understanding of the market or organization that the product, service or infrastructure capability is being deployed in to, and how it will be used by the customer and end user. The better the program manager and his or her team can closely align the final solution with the customer’s needs, the more it will enhance the potential for customer satisfaction and the successful achievement of the business results intended.

Business and Financial.  This includes the ability to develop a comprehensive program business case that supports the company’s objectives and strategies, the ability to manage the program within the business aspects of the company, and the ability to understand and analyze the related financial measures pertaining to the product, service or infrastructure capability under development.

Leadership. This is needed to effectively lead multiple cross-disciplined project teams that are a part of the program. The program manager needs to have the capability to build, coalesce and champion the team to achieve product, service, and infrastructure solutions that will satisfy the company’s customers.

Process and Project Management.  The program manager must possess operational competencies, including project management methods and tools, to effectively manage the tactical elements of the program. Another important aspect of this core discipline set is that of becoming proficient in the specific processes and practices of the company that the program manager is a part of.  Knowing how things get done, the policies and procedures that must be adhered to and who must be involved and approve various aspects of their program are critical for the successful completion of every program.