Program management analysts are business experts who assist organizations in overcoming problems that are unfamiliar to management and threaten their growth and stability. Many of these analysts work for niche firms, such as information systems or manufacturing processes, though larger organizations with multiple entities and interests may hire full-time program management analysts to consult with high-level managers and executives on a regular basis. A program management analyst usually starts by meeting with managers to learn about which problems are causing concern, as well as how and why these problems are threatening the organization. Next, a program management analyst may conduct research, present solutions to management, and then act as a project manager, overseeing the implementation of new systems or practices, as well as conducting employee training and evaluation. A program management analyst might also assess new processes or systems after they’ve been in place for a while to see how effective they are.
The majority of program analysts have a master’s degree in a field like business administration. They may, however, have more specialized areas of interest, such as information systems, logistics, or engineering, in many cases. A program management analyst is also likely to be an expert in his or her field. He or she may be a member of professional organizations, hold specialized job certifications, and even publish articles or books on program management.
The next steps a program management analyst takes after learning about a problem are largely determined by the nature of the problem and its degree of complexity. For example, if an organization’s telecommunication system is malfunctioning, an analyst might begin analyzing data that shows productivity levels and how they relate to communication between various departments and entities within the organization. A program management analyst in this scenario is most likely an information technology specialist, so he or she might look into new technologies, programs, and practices related to communication sharing and present several options for improved systems. A supply chain management analyst, on the other hand, might keep track of the performance of various vendors and distributors.
If a program management analyst can persuade management that his or her proposed solution is viable, he or she may be promoted to project manager. To put it another way, an analyst may meet with leaders from various departments to discuss the needs and concerns surrounding the implementation of new systems. After that, he or she might start training employees on how to use the new systems. It is common for a program management analyst to monitor productivity and tweak a new system as needed once an organization has begun to adapt a new new system.