The Different Hats a Program Manager Wears: More Than Just a Gantt Chart Keeper
Adya Roy, PMP
Engineering Program Manager | AI/ML & Data Operations | Driving Scalable Programs & Workflow Optimization
Being a Program Manager is like starring in a one-person Broadway show where you play multiple characters—sometimes all in the same meeting. Depending on the project, the stakeholders, and the chaos level, we find ourselves stepping into roles far beyond traditional program management.
From UI/UX oversight to makeshift Engineering Manager to training lead, here are some of the hats we inevitably wear—and how to wear them well.
1. The UI/UX & Design Hat ??: Bridging Business and User Experience
Ever been in a design review where engineers and designers are violently agreeing but still misunderstanding each other? That’s where the program manager steps in.
In many projects, we have to act as the bridge between user experience, business goals, and engineering feasibility. While we’re not designers, we need to advocate for design decisions that align with user needs and business impact.
?? What this looks like in action:
?? Pro Tip: Learn to speak just enough UI/UX language to facilitate decisions without stepping on toes. Tools like Figma, heuristic analysis frameworks, and design thinking principles go a long way!
2. The Engineering Manager (Sometimes) Hat ???: Keeping the Tech Side on Track
You may not be an engineer, but you sure need to understand them. If the actual Engineering Manager is stretched thin (or non-existent), the PgM often ends up owning certain technical aspects—like tracking sprint progress, managing technical debt discussions, or making sure someone actually documents things.
?? What this looks like in action:
?? Pro Tip: Even if you’re non-technical, get comfortable with tools like JIRA, GitHub (for tracking PRs), and API basics. Your goal isn’t to code but to understand dependencies and blockers early.
3. The Leadership Hat ??: Influencing Without Authority
Program managers rarely have direct reports, but that doesn’t mean we’re not leading. We influence teams without official authority, which means earning trust and driving accountability in a way that doesn’t feel forced.
?? What this looks like in action:
?? Pro Tip: Build trust by showing that you’re not just a “task tracker”—you’re there to make their lives easier.
4. The Training & Enablement Hat ??: Making Sure People Actually Know What’s Happening
You can launch the best project in the world, but if no one knows how to use it? It’s a failure. PgMs often step into an unofficial training lead role—whether that’s onboarding new teams to a process or ensuring internal teams actually adopt new tools.
?? What this looks like in action:
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?? Pro Tip: If you find yourself repeating explanations, create reusable documentation. Future You will thank you.
5. The Customer Advocate Hat ??: Thinking Beyond Internal Teams
While most of our day-to-day is internal, every decision ultimately impacts a customer. Whether we’re launching a new feature, process, or internal tool, someone outside the company will feel the effects.
?? What this looks like in action:
?? Pro Tip: If customer pain points aren’t part of regular discussions, bring them in. A single real user story can be more powerful than a 10-slide deck.
6. The Legal & Compliance Hat ??: When Governance Becomes Your Problem
Depending on the industry, compliance may not be optional. In fintech, healthcare, and even general SaaS, PgMs often find themselves facilitating legal approvals, security reviews, and governance policies.
?? What this looks like in action:
?? Pro Tip: If you work in a compliance-heavy industry, make friends with legal early. Last-minute legal reviews will wreck your launch if not planned for.
7. The Therapist Hat ???: Managing Team Dynamics
No matter how technical or process-driven a program is, people dynamics always come into play. If there’s tension between teams, misalignment between execs, or burnout brewing, the PgM often becomes the unofficial therapist.
?? What this looks like in action:
?? Pro Tip: Emotional intelligence (EQ) is just as important as project tracking. Read between the lines in meetings—silence often speaks volumes.
Final Thoughts: PgMs Are the Ultimate Shape-Shifters
The role of a Program Manager is so much more than managing timelines and dependencies. We are connectors, translators, and problem-solvers, constantly shifting between different hats to make things happen.
If you’re a PgM, embrace the chaos—because mastering these different roles is what makes you indispensable.
Project Manager
3 周As a Project Manager, I definitely wear the “Problem Solver” hat the most. No matter how well we plan, unexpected challenges always come up, and it’s my job to find solutions, keep the team focused, and ensure things stay on track. Some days, I’m a mediator, balancing stakeholder expectations. Other days, I’m a motivator, keeping the team engaged. And let’s be real—sometimes, I’m just the one making sure everyone has what they need to succeed. Which hat do you wear the most? Let’s hear it!?
Senior IT Program Manager | Large enterprise PMO experience | PMP, CSM, ITIL, Six Sigma
3 周Most recently I found myself wearing the customer advocate hat when dealing with internal teams. Technologists tend to focus on the technology without taking the customer's needs to heart.
CPO | Advisor | IIT | NUS | Stanford | Exxonmobil | Chevron | E&Y
3 周Well written. A PM’s role is not easy but very fulfilling. We used to call them MMDs. Master of Many Disciplines!!