The Importance of Leadership in Programme Management

Leadership is one of the most critical competencies for Programme Managers. In fact, it is the second most important competency that is of paramount importance in Programme Management, after communication. I have witnessed firsthand how effective leadership can be the key to Programme success, making all the difference between delivering on time and within budget, and falling short of expectations.

#1 Leading Yourself

The Importance of Self-Leadership and Receiving Independent Feedback for Improvement

To start with, leading starts with leading yourself. Self-leadership involves knowing oneself, identifying one’s character, values, and life goals. If you lead yourself well and set the best example for the project and programme team, that is what makes the difference. If you want to step up, it is essential to get independent feedback about your leadership style and improve if necessary. There is always room for improvement, no matter what level you are.

#2 Programme Organisation Structure

The Importance of a Well-Defined Programme Setup

Setting up a well-defined programme organization structure is crucial. As the Programme Manager, you need to have an escalation level, which can be the Programme Governance Board, and within that board, a Programme Sponsor should be appointed. If the programme setup is wrong or not well-defined, then it is really tough to lead. One of the first steps as a leader would be to set the structure right and clarify roles and responsibilities.

#3 Leading a Programme

Communicating the Programme Vision

To lead a Programme successfully, the Programme Manager is responsible for ensuring that all stakeholders understand the vision. The vision or the ultimate outcome should be defined in the initial business case during the definition phase of the project. It’s all about setting the direction towards that vision. Interdependencies from the different projects and programme tasks need to be identified and managed. Making decisions and mapping out regular plans is essential to lead the team.

Establishing an Efficient System for Issue Resolution and Escalation

The Programme Manager is ultimately responsible for delivering the Programme and its benefits. Any issues, risks, problems, and daily troubles will go up to the Programme Manager if they are not solved at the working level directly. As the Programme Manager, you need to establish an efficient system that enables the working level to solve problems and issues to a certain extent on their own. They also need to know when issues need escalation to give the Programme Manager a chance to understand the magnitude of the issue and make a decision.

Monitoring and Controlling Programme Financials

The commercial aspect with a fully updated cash flow is of essence to run a program. If there is not enough money to pay contractors or late payment to contractors, they might stop work, and it can cause a significant impact on the entire program. Programmes have the nature of a chain reaction built-in. There are so many links between activities from different contractors that late payment, either for urgent material or labor, might trigger such a chain reaction. These risks are usually identified during the risk analysis at the beginning of the project and during risk management. However, the dynamics of the programme might introduce new interdependencies, which need very close monitoring and controlling on a weekly basis.

#4 Getting the Job Done

Delegating Tasks and Regular Follow-up

As a leader, you need to have the “getting the job done” attitude. Ideally, you delegate most of the work to the project managers and the project team. This helps to free yourself to monitor and control the project to ensure the project will be delivered on time. As a leader, it is required to follow up on a daily basis with all the key stakeholders and to sort out issues and make decisions, smart decisions, and usually as many as possible in order to move forward.

Embracing Change and Staying Current

To be an effective leader, it is important to embrace change and stay current with new technologies and management models to remain competitive. The emergence of Web3.0 and AI technologies is revolutionising the way businesses operate, and Programme Managers need to adapt to these changes to remain competitive. As a professional mentor, one can support the team in understanding and implementing these new technologies and management models, including agile project management, remote and hybrid project management, and business transformation.

Conclusion

In conclusion, Programme Managers need to possess strategic leadership skills to lead the project towards success. By leading oneself, establishing a well-defined programme organization structure, communicating the programme vision, monitoring and controlling the program, and embracing change, the Programme Manager can ensure successful project delivery.

If you are interested in learning more about Programme Management or connecting with experienced mentors in the field, I encourage you to join the Project-Mentors™ LinkedIn Group. This is a community of professionals dedicated to sharing their knowledge and expertise in Programme Management and helping others succeed in their careers.

Cheers, Peter