Introduction
The executive program manager of any organization generally can be defined as the individual tasked mainly with the duty of overseeing the smooth running and interrelation of operational programs. Therefore, he or she is in charge of all the project management in an organization involved in the implementation of development projects and programs and controls these factors towards development ( Bisset, 2016). As such, they have the mandate to keep track of resource management, task organization, and project management. Their line of duty, therefore, takes on features such as planning, governance, and management. Planning deals with designing or implementing program structures in an organized manner as it relates to prioritization, it also entails information analysis as it involves the adaption of various proposed development strategies and expertise that need to be analyzed according to their urgency and flexibility in the program. Governance, on the other hand, dictates that the manager should know how to steer control all the development programs at a go (Bisset, 2016). The program manager should also know how to govern the interaction of the various project departments and individuals involved in the implementation of the program. Management is the knowledge of being on top of all the programs to ensure steady and smooth operations.
Background
This segment depicts the skills and abilities applicable to program management. For an executive program manager to efficiently deliver, it is not enough that they apply the learned knowledge in their duty. It is equally important that they also apply skills and abilities acquired through life experiences. These skills and abilities include, among others, decision-making. Executive management means that the manager has to make a lot of decisions in relation to operations, calling for sound decision-making, and also in picking the right team to work with towards the implementation of a program (Harrin, 2018). It is not easy to pick on the right individuals, especially among a competent team. They also need to be able to decide on the right resources to use in the program and their allocations to the project departments. All these factors call for an executive program manager to be sound in their decisions. Another skill is neutral judgment. This comes in handy because being in charge of many people and departments that have varied opinions calls for neutrality when undertaking individual decisions. Various project departments will have various techniques as far as program implementation is concerned. This is a factor that could cause conflict among the departments. The program manager should, therefore, be able to judge fairly and justly when resolving such conflicts and deciding on the right techniques that should be adapted (Harrin, 2018). The executive program manager also needs to be a team player and have the ability to have positive, friendly and healthy interactions with the people involved in the program. In as much as he or she is in charge of all the operations and their contribution to the implementation, he or she equally needs to interact with the labor force at an individual level. This not only provides a healthy environment for them to air their views and opinions confidently but to also creates room for the labor force to interact freely with themselves building on teamwork (Zein, 2010). At the same time, the executive program manager needs to be confidential in his operations. He or she should be able to keep secret the operations of the various project departments involved, and also protect the confidentiality of the program implementation. The executive program manager has a duty to protect the information of the program, and the factors and resources involved therein.
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Literature Review
The literature review takes a deeper look at some of the studies that discuss the features and processes of executive program managers. One of these features and processes is information analysis. Since an executive program manager is in charge of overall operations, he or she needs to be in a position to design program strategies by evaluating available options from a prioritization concept putting into consideration the potential risks to the program. This is because they have to manage information from different departments and parallel work streams integrating them into a single stream. It is, therefore, important to analyze information at the primary department level to filter out available strategies that cannot compete against pressuring strategies and potential plans in the implementation stage at the time based on their urgency and flexibility to adapt (Bisset, 2016). Another feature of a program manager is decision-making. A program manager will need to apply judgment in making decisions as to what options to pursue and at what point of the program strategy since some options may not be necessary to be incorporated at the beginning of the program but definitely come in hand at the course of the program. It, therefore, takes a great deal of ability to think a longer term when it comes to expertise and see evaluate possible adaption in the future as far a broader business perspective is concerned with decision-making. Decision-making is key when dealing with complex situations, say, for example, major military equipment developments. This is not only due to the fact that it involves weapons of great impact to the country’s safety but also for the fact that a lot of resources are involved in those operations. It, therefore, takes a greater deal of wisdom to know when to upgrade and when to purchase, based on both the economic impact and the threat anticipated at that time or five to ten years ahead of the project (Trevino, Hartman, & Brown, 2000). Ethics is another major factor in the role of an executive program manager as they need to be ethically upright to distinguish bad choices from the right ones, which is mostly caused by the conflict of personal interest. One of these factors is honesty. It helps in running transparent operations. As a result, details of such operations are easily availed to the concerned parties, a fact that promotes a healthy working environment. Another factor is confidentiality. While the executive program manager is charged with the duty of steering the various project departments to work towards a common goal together, he is required to keep in confidence the information of each department as far as their individual operations are concerned. The executive program manager should not expose their operations management to any other project department. He or she also needs to make sure information about the program being implemented does not get out of the circle of the concerned key players and accessed by a third party (Del Missier, Mantyla, & Bruin, 2011). The executive program manager should also be a team player. He or she must be able to work positively with the dynamic workforce. Not only should the executive program manager be able to relate with the various project departments that are distinct to each other as far as production roles are concerned, but he or she should also be able to relate to the different individual personalities of the labor team. He or she should learn and understand the abilities of the workers and designate roles and duties evenly but also according to individual capabilities. This not only lifts the morale of the workers since they get to deal in the area of their interest, but it also promotes division of labor and specialization that promotes quality production due to the expertise employed at the different levels. Apart from understanding the labor force, the manager should be in a position to bring them together as a team and create the platform for them to establish some level of friendship which enhances their active participation and contribution towards the program (Zein, 2010). According to Snowden & Boone (2018), any program manager dealing with contracting and acquisition (procurement), whether in the public or private sector, needs to have good negotiation skills. This is because contracts need to benefit both parties involved equally. It only takes such a good negotiator to broker a deal that favors their organization while also putting into consideration the other parties’ interest. One of the main functions of an executive program manager is the assigning of duties and the supervision of the same (Meier, 2018). Another feature of a program manager is resource management. The manager is tasked with the duty of securing and availing the resources required, either internally or externally, or in both cases since there are chances that the organization might not have all the resources needed for program implementation. They also need to understand how to manage the workforce as a resource. There could arise conflicts between the various departments due to uneven allocation of other factors of production. The executive program manager is in charge of coaching project managers in managing their individual teams and steers the teams to work harmoniously towards the common set goal (Bisset, 2016). Majorly these professional skills are acquired through formal training in learning institutions. Though they can also be enhanced through experience in the field of executive program management
Findings
An analysis of the roles of an executive program manager is undertaken after considering the studies highlighted in this paper. All the above studies agree that the executive program manager plays a vital role in an organization in terms of managing various development projects and tasks to ensure the holistic growth of such an organization. One role they play is information analysis where they are charged with the responsibility of analyzing the available program development options and settling on the most appropriate options that are more flexible to adapt into the system at the time ( Snowden & Boone, 2018). This they do after considering the implementation cost and the advantages the strategy has over the rest. They are also tasked with the mandate of considering the strategies that in as much as may not be necessary to implement at the initial stages of the program could come in handy later in the program. They are expected to make room for the future adaption of these strategies. An executive program manager is also in charge of supervising the duties assigned to ensure that all the projects are implemented as designed to the letter and on time too. Since various departments and individuals are involved in the program, an executive program manager must be able to work harmoniously to bring the people together, hence the need for him or her to be a good team player who not only embraces diversity but uses it as well to the advantage of the program. A key role they play is resource management. They need to be able to pick the right workforce for the program implementation and also avail the right resources required. It is their duty to supply the various project departments with the resources they need to carry out their duties. Also, considering the fact that they bring together the different project departments and individuals to work together towards a common course, it is important that they have knowledge in human resource and know how to allocate duties based on individual capabilities ( Zein, 2010). They should also know how to bring people together and create a conducive working environment for them. One of the skills necessary for this role is decision making. This skill is greatly emphasized due to the role it plays in the implementation of development programs. It is important for the managers to know when to impose certain programs and initiatives based on the economic standing at the said time, while at the same time prioritizing on the urgency as far as other related programs are concerned, as it affects security and the dangers imposed. There is also the need to decide on the right type of people and resources to employ in the program and be able to decide justly on the opinions of the various stakeholders without hurting their feelings or demoralizing them in the process through not enforcing certain strategies. An executive program manager also needs to be ethically upright and portray such traits as honesty and confidentiality ( Treviño, Hartman, & Brown, 2000). They need to protect the information about the program implementation. They should not reveal information such as the various strategies adopted by the project departments or about the resources employed either at the department level or the program level. This is important as it not only safeguards the authenticity of the strategy, but it also promotes a sense of pride and ownership on the part of the teams involved.
Conclusion
The conclusion portrays the major observations and findings of the study. While an executive program manager is charged with the task of managing projects, they also have the responsibility of promoting unity and harmony through the integration of the various departments. For this objective to be realized, it is necessary that the program manager adapt skills such as decision making, sound judgment, confidentiality and team play. These skills and abilities not only enhance the implementation of the program, but are also important in the daily processes of the organization, and would go way further in promoting other operations apart from the program implementation. It is also true that an efficient executive program manager is one who not only practices the professional skills taught in learning institutions but must also be in a position to acknowledge and blend in life skills that are acquired through the natural interaction with others. These skills play an important role in defining an executive program manager holistically just as much as learned skills such as resource management are important and necessary for program management. And for an executive manager to be efficient in their work, it is important that they combine their learned career knowledge with a set of acquired abilities and skills, in addition to having a firm ethical stand in their duty.
References
Bisset, R. (2016). Five essential skills for a program manager . Retrieved from https://www.fgould.com/uk-europe/articles/five-essential-skills-programme-manager/
Del Missier, F., Mäntylä, T., & Bruin, W. (2011). Decision-making Competence, Executive Functioning, and General Cognitive Abilities. Journal of Behavioral Decision Making , 25 (4), 331-351. http://dx.doi.org/10.1002/bdm.731
Harrin, E. (2018). Tips that will make your first program management job easier | The Balance Careers . Retrieved from https://www.thebalance.com/new-program-managers- tips-4125206
Meier, K. (2018). Program Managers Duties | Work.chron.com . Retrieved from http://work.chron.com/program-managers-duties-17010.html
Snowden, D., & Boone, M. (2018). A Leader’s Framework for Decision Making . Harvard Business Review . Retrieved from https://hbr.org/2007/11/a-leaders-framework-for-decision-making
Treviño, L., Hartman, L., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review , 42 (4), 128-142. http://dx.doi.org/10.2307/41166057
Zein, O. (2010). Roles, responsibilities, and skills in program management. Paper presented at PMI® Global Congress 2010—EMEA, Milan, Italy. Newtown Square, PA: Project Management Institute.
