Six ways to step up from project to programme management

Transitioning from project to programme management is like stepping from a photograph into a kaleidoscope. Your focus shifts from a clear, static image to an ever‑changing landscape that you need to make sense of for yourself and others every day.

The following six insights are drawn from my three decades of experience of delivering major infrastructure programmes worldwide.

1. Understand the difference between a project and a programme

The first and probably hardest step is to grasp the difference between a project and a programme. It’s not merely that you’ll be delivering multiple projects in a way that derives benefits not otherwise achievable. The difference is that you’ll be leaving a legacy, whether you intend to or not. And your constituents or clients will expect you to deliver the benefits that the programme promises.

Project management is all about delivering results and focusing on the nitty‑gritty details, deadlines and deliverables of specific, defined scopes to time and cost constraints. Programme management is a whole new arena.

Programmes are vast, encompassing multiple projects that interlink and impact one another. They’re not just bigger projects; they’re organisations in and of themselves. In project management, we obsess over Gantt charts and critical paths. But in the programme world, leaders are focused on the delivery of benefits.

This is crucial. Shift gears mentally. Embrace the shift from project delivery (cost, scope, schedule) to strategic delivery of benefits and the assets that support them. Imagine you’re not just building a building; you’re creating a whole community

2. Understand the depth and breadth of impact that programmes have

Programmes change organisations and the communities in which they occur. They can even change whole supply chains. Programmes are one of the most (if not the most) complex undertakings for an organisation.

Programme management is as much about strategy as about execution. Ultimately, the success of a programme is measured by the benefits it delivers to the stakeholders. Keep a keen eye on the intended benefits from the outset, and ensure that all projects within the programme are aligned to these goals.

Start practising strategic thinking by asking how each project and initiative under a programme will add to the benefits and outcomes, and how it relates to the delivery of the overall programme. This shift from a purely tactical focus to a strategic one will be pivotal.

3. Transformational (not transactional) leadership

Your leadership role becomes more strategic. It’s not just about the what and the how, but the why. My colleagues and I call it “managing the white space between projects”. Our focus is on the benefits the programme will deliver and for whom. We are very aware of the strategic objectives the programme is serving. You will be leading a transformation and so your leadership approach needs be transformational rather than transactional.

One of the first tasks a programme manager needs to tackle is defining how the programme will be governed and the strategy that will be employed to achieve its outcomes and benefits. A programme manager needs to:

establish governance in consultation with the programme’s leaders and key stakeholders to gain buy‑in and accountability
hold themselves and others to a common set of standards and shared goals
create a culture of mutual respect, collaboration and support
be mindful of their impact on people, systems and culture
build trust by walking the walk about ways of working
collaboratively define mutually beneficial delivery strategies

4. Develop robust risk systems to adapt to uncertainty

Programmes are more complex and longer in duration than individual projects. You’ll be assessing strategic risks that could affect the entire programme or organisation, not just individual projects. You’ll need to embrace risk and change; encourage a risk‑aware culture across the programme; develop contingency plans; and implement processes and systems that take in a wide range of relevant data.

Being able to navigate through ambiguity and make informed decisions with incomplete information is a skill that will serve you well in programme management. This requires a proactive approach, constantly scanning the horizon for potential threats and opportunities, and adjusting your strategy accordingly.

5. Invest in trusted leaders and build capable teams

A strong team is your best asset in programme management. Your main role will be externally focused and will need to rely on a strong deputy and trusted leaders. Invest in building a team with diverse skills and strengths.

More importantly, focus on nurturing relationships, fostering open communication and promoting a culture of collaboration. Remember, your role is also to mentor and develop future leaders.

6. Embrace stakeholder engagement and public speaking

You will become the face of the programme. You’re not just dealing with project teams and contractors but a broader network, including suppliers, community groups, regulatory bodies and often the public. Building and maintaining relationships will be one of your main jobs. You will need to influence sponsors and team members, so spend time polishing your public speaking and presentation skills.

Clear and effective communication is the cornerstone of successful programme management. You’ll be dealing with a broader range of stakeholders, each with their own interests and levels of understanding. You will need the ability to confidently:

connect with stakeholders
speak to any audience
understand a wide range of diverse perspectives
build strong relationships
align diverse stakeholder interests

Programmes can be massive undertakings that affect communities and attract a lot of money. They bring out the best and worst in people. You will need to tailor your communication style to suit different audiences, whether it’s executives, politicians, the programme team, professional protesters, the supply chain or affected community members.