---
esco_uri: http://data.europa.eu/esco/skill/06d09f70-6ca8-4078-be72-4c2c2a11ee61
esco_label: "program management"
relation: optional
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 1
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# program management — Project Manager

As a Project Manager stepping into *program* management, think beyond delivering individual projects; you're now orchestrating a collection of related projects to achieve a larger strategic goal. Daily work shifts from detailed task lists and sprint planning within *one* project, to coordinating dependencies *across* multiple project plans. This means frequent cross-project meetings (not just status updates, but dependency resolution sessions), resource leveling across teams, and proactively identifying risks that impact the entire program – not just a single deliverable. Tools like portfolio management software (e.g., Clarity, Planview) become essential alongside your existing project tools (Jira, MS Project).

## Praxiswissen (Stack Exchange, CC-BY-SA 4.0)

**The asker questions why global state is generally discouraged, even when seemingly convenient for things like application configuration, and asks about viable alternatives.**

Global state introduces unpredictability because any part of the program can modify it, making it difficult to reason about code behavior and reliably test individual components. This lack of control leads to potential bugs and maintenance headaches as dependencies become hidden and harder to trace. The solution is to explicitly manage dependencies through techniques like Dependency Injection, passing necessary state directly to objects rather than relying on globally accessible variables.

*Source: [Why is Global State so Evil?](https://softwareengineering.stackexchange.com/q/148108) — answer by GordonM, CC-BY-SA 4.0*

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: arXiv cs.SE (software-engineering preprints).
