I'm aligned to a suite of systems so I perform portfolio, program, project, and product management for my systems. Then at an enterprise IT level I function as the program manager.

At the enterprise level... A program might have 30-50 concurrent sub-projects and each sub would have its own lead (PjM, PdM, SM, PO/BA, Dev Mgr) and they would report to me - I would be their SPOC. I would then report to upper management Dir/VP+ program stakeholders.

I would own the overall program, integrated plans, and be a 2nd level escalation/support (Dev team escalate to the lead, their lead escalate to me, I resolve or escalate to upper management). So a lot of my time is spent with upper management and providing support to project/product/dev managers & scrum masters.

I consider myself a full stack technical program manager, meaning I can do it all if I need to but I try to stay at a higher level. When I get more hands on it means a team or sub-project is performing poorly.