Most Program Managers have been either very successful Project Managers or have a great understanding of their organization business. I see potings here that makes the Prgram Mgr a glorified Project Manger when my experience has been that Program Management adn the PMO are the result of Management recognizing th eneed for alignment of resources used for th epurpose of developing a part of the business. This applies to Commercial and Government PMOs where they are not necessarily Technically savvy but do understand the Organization and can first contribute to the development of projects and then can also help find the Financial and other resources to bring the Projects to the start stage when the Project Manager is designated.

My suggestion is to develop your managerial abilities (including leadership, communications, Financial responsibility, etc.), network with other managers and never try to be a Project Manager and a Program Manager (like me now) at the same time because the Focus is somewhat different for each one.