Project Management and Management of Programs are different in multiple ways. Some of these difference are distinctive while some other may not be so clear at first glance. Below are few of the most common differences that they represent.
| Parameter | Program Management | Project Management |
| Organization | Semi-permanent in nature, resourced to address the full range of business requirements associated with achievement of a strategic business objective. Resource requirements may be programmatic in nature and applied to all or major sets of projects undertaken to deliver the program | Transient organization in nature, resourced to address a limited set of requirements that may be more temporal in nature and not recurring through all project phases. Output oriented vs. outcome oriented |
| Organizational Alignment | Analogous to building a new company with a sharply defined strategic business objective. When existing owner organizations are adopting program management for the first time, organizational change management processes are an early activity to assure that owner elements understand their changed role in a program delivery approach | Team alignment around project and contract requirements. In joint venture or prime-sub project structures this alignment may include “cultural” alignment as well as team building activities |
| Outcome Definition | Strategic Business Outcome (enterprise viewpoint) | Defined scope, schedule and budget (output viewpoint) |
| Risk Management | Management of all risks associated with achievement of the defined strategic business objectives | Management of assumed risks |
| Requirements | Establish programmatic and system technical requirements and allocate as appropriate to individual projects | Manage project to meet the allocated programmatic and system technical requirements |
| Interface Management | Management of all programmatic interfaces between defined projects as well as other programmatic interfaces with stakeholder groups | Management of allocated interfaces, if any, and all interfaces within the assembled project team |
| Execution Planning | Program wide execution planning including top level schedule, budget, performance standards, supply chain configuration and contracting strategy | Project execution planning consistent with agreed to scope schedule, budget. and performance standards |
| Sequencing | Sequencing of programmatic activities including defined projects; re-sequencing of projects and other programmatic activities as required to achieve the desired strategic business outcome | Sequencing of project activities to achieve project execution requirements within any programmatic constraints imposed by contract |
| Timeframe | Through achievement of strategic business objectives (more permanent in nature) | Duration associated with completion of project activities |
| Stakeholder Engagement | Identification and integration of stakeholders’ interests and proactive engagement to assure achievement of strategic business objectives | Interaction with stakeholder groups only as contractually provided for |
Comments are welcome to share other differences you find in Project and Management.
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