How to succeed as a program manager

The responsibilities of a program manager are about as versatile as they get, extending from administration and finances to people management and monitoring, evaluation, and learning. The role is not to be confused with that of a project manager, which typically oversees individual initiatives with clear deliverables, budgets, and timelines. A program manager, on the other hand, manages a broader portfolio of projects that together contribute to overarching strategic goals. Program managers also engage with higher-level stakeholders and often influence policy and organizational direction. With such board functions, what should you be thinking about if you’re interested in eventually becoming one? “My advice would be to avoid pursuing a program manager role as your first entry point. program manager positions are typically offered to professionals who have already accumulated significant experience,” said Eugénie Galbas, who has 20 years of experience working as program manager for organizations such as ClientEarth, Thomson Reuters Foundation, International Institute for Environment and Development, and Christian Aid. She emphasizes that roles such as support officer, program officer, grant officer, administrative officer, and communications officer are good entry points for gaining experience in program management. Volunteering, community work, and activism are also valuable for understanding the charity sector and grassroots movement, she said. Likewise, gaining experience across a diverse range of organizations is key, she added. “Practices and processes vary from one organization to another, and understanding different perspectives will enhance your ability to adapt to various contexts and understand what “best practices” could look like. This diversity of experience will also strengthen your capacity to suggest alternative methods or solutions when challenges arise,” she said. If you’re interested in becoming a program manager, here's what you need to know about what it involves and how to build your experience leading up to it. Wearing multiple hats So, what does program management involve? “As a manager, we have to wear multiple hats,” Pragya Pradhan, a program manager at UN-Habitat in Nepal, told Devex. Pradhan listed some of her responsibilities including overseeing the implementation of projects and managing administrative, financial, and operational aspects. Galbas highlights ensuring compliance with both internal and donor policies and managing program risks. She also focuses on people management and effective coordination, including direct line management and collaboration with various teams and partners. Additionally, the role requires significant involvement in monitoring, evaluation, adaptation, and learning, or MEAL, activities, Galbas said. Pradhan also establishes and maintains collaborations within the U.N. system and with broader national and local stakeholders, and Galbas is involved in strategic work at both the programs and organizational levels, aiming to help improve current approaches and best practices — including supporting an organizational shift toward decolonizing partnerships and organizing training sessions on context analyses, she said. In light of all this, time management is of the essence, Pradham said, which is why she prepares a to-do list almost daily and breaks down tasks into small goals to keep her motivated. Multidisciplinary skills for a multidisciplinary role “Program management in the global development sector is a highly multidisciplinary role, and focusing solely on traditional project and program management aspects is not sufficient,” Galbas said. Pragya sees the first few years of her career as an investment, taking risks and exploring different avenues of engagement — which ultimately help professionals get to know their own potential, she says. “Skills learnt in other roles helped me tremendously in my program manager career,” she said, explaining how her background in communication, training, and even as an activist in the nonformal education sector have all brought valuable skills that have been important in managing global development projects. She also said that working with various development organizations across multiple countries has broadened her understanding of different approaches, financial processes, and partnership dynamics. Strategic talent development Pradhan told Devex how an extensive part of her work is helping teams work together effectively to achieve their goals. Pradhan said her team usually sets goals jointly. “That is key to gaining ownership of the goals, on who does what and by when,” she said. “Program management is ideal for someone who enjoys problem-solving, facilitating strategic discussions, bringing people together toward common goals, and fostering positive long-term changes,” Galbas said. Pradhan highlighted the importance of assigning roles based on skills and encouraging team members to push their limits — a balance of challenging yet doable goals helps keep teams motivated. Pradhan also conducts regular check-ins and adjusts responsibilities as needed to ensure the work gets done. “I also believe that action speaks louder, and you need to set examples from your own actions in order to be in the position to demand from your team,” Pradhan emphasized, referencing her action-oriented personality for getting “whatever comes on her table” done. “I approach work with a positive ‘can do’ attitude. I feel you think positively, half of the battle is won,” she said. Pradhan emphasized that by taking on tasks outside her comfort zone, she has been able to build confidence and gain a better understanding of her strengths and weaknesses. Reflection and adaptation Being a program manager isn't just about coordination; it’s also about adding value to the people they serve. “Never hesitate to pause and take time for self-reflection. Consider what you are doing within your program and assess whether you’re keeping sight of the bigger picture — specifically, the impact and changes being made in your area of work. Is the program moving in the right direction? Are we achieving meaningful, long-lasting change in the lives of the people we serve?” Galbas said. Ejaz Ahmad Hassan, a program manager at Mercy Corps, highlights how professionals need to be patient in this line of work. This means focussing on how you can learn from setbacks, be open and adaptable to change, and ultimately be eager to contribute to the project, he said. “Setbacks are inevitable, but they can be valuable learning experiences,” he said. To seize these learning opportunities, Hassan encourages taking time to understand the root cause of the failure. “The program manager role is well-suited for someone who is adaptable to change and can think creatively when faced with challenging issues and complexity,” Galbas said. Stakeholder engagement Ahmad emphasizes the importance of stakeholder engagement throughout the program process — from the inception phase right until the project is in phase-out. In this context, stakeholders are anyone who is or will be involved in the project, including line and sector departments, community elders, and local authorities. But what does stakeholder engagement really mean? First off, “We need to identify our stakeholders and clearly understand their needs, values, and concerns,” Hassan said. From there, professionals can conduct rapid assessments, need-based assessments, surveys, key informant interviews, and focus group discussions to develop a provincial-level development plan and local-level community development plan sessions. “While working with communities, keep people at the center in designing and executing activities, and ensure a meaningful participatory process to support the communities in leading and empowering them through the process,” Pradhan said. Then, it’s fundamental to engage the stakeholders in the decision-making processes through listening to their feedback, recommendations, and own previously learned lessons — with empathy and understanding, he explained. Open communication is also important when learning from past experiences. Hassan encourages regular, open, and honest reporting of program progress with the project team and setting up clear and transparent feedback channels with stakeholders and communities. This includes regular meetings, surveys, calls, and events to gather input, he said. Resources, training, and courses Project cycle management, project management professional, report writing, and conflict resolution are key trainings that help guide program managers through every phase of a project, Hassan explained. Together, these cover how to initiate, plan, implement, monitor, evaluate, and conclude projects, he said. Project cycle management teaches professionals how to navigate all the phases of a project, from initiation to evaluation. European Commission's project cycle management guidelines are instructive in international development contexts. While PMP focuses on the standard processes and best practices for managing projects, often aligned with industry standards such as the Project Management Institute PMP certification. Galbas also recommends reading international NGO Peace Direct’s publications on decolonizing the aid sector and equitable partnerships; not-for-profit Intrac’s technical guides for project management process and strategic planning, Humentum’s guides on financial management and governance; and Kaya for practical training and program management themes.