- They deal with all the different stakeholders
- They guide and advise their project managers.
- They talk with senior management.
But program managers should also be justifying and arguing the long-term benefits of their new projects -- not relying on others to do that for them.
Program managers have a duty to do more than ensure projects under their supervision are completed on time and on budget. Program managers have a lot more authority and opportunity -- and therefore responsibility -- to further the strategic objectives of their organization than a project manager.
Program managers need to realize they're a catalyst -- someone who should be open to new opportunities, ready to explore new business ideas and enable their organization to move forward. From this viewpoint, program managers resemble salespeople. They have a duty to sell a vision for the future to their senior management and all their stakeholders.
What do you think? Should program managers act as salespeople, too?
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