differences between project and programme

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• The Difference Between a Project and a Program

Project vs Program, plus the difference between Project and Program Managers.

What is a project?

A project refers to a specific, singular endeavour to deliver a tangible output.

A project manager is therefore responsible for ensuring a project delivers on its intended output in line with a defined time frame and budget.

What is a program/programme?

A program refers to multiple projects which are managed and delivered as a single package.

A program manager is therefore tasked with overseeing all the projects comprising the program – to ensure it achieves its outcomes.

How projects and programs differ

• The components of a project are specific and exact.
• The scope and goals of a project are well-defined – while programs are typically less clear-cut.
• Because a program covers multiple projects – a program team tends to be larger as it also incorporates the project managers and their project team members.
• Projects and programs may have a waterfall or agile approach.  
• A project represents a single, focused endeavour.
• A program is a collection of projects – together all the projects form a connected package of work. The different projects complement each other to assist the program in achieving its overall objectives. It’s likely the different projects within a program will overlap – the program manager will therefore assess these overlaps and work with the relevant project managers to ensure the program’s smooth progression.  
• While some projects take several years – the typical project will not take very long to complete.
• Programs often take a very long time to complete as they intend to deliver more. It’s therefore common for programs to be organised into phases or tranches.
• A particularly long project may also be organised into multiple phases – but this is less common.  
• Projects focus on achieving tangible outputs, i.e. what you gain upon completing the project.
• Programs focus on outcomes – which are often not tangible. The benefits provided by a program depend on the collective benefits of its projects. Examples of a program outcome include a cultural or political change within an organization – or a change in the way in which an organization operates.

How are Project and Program Managers different?

• Project Managers need to focus on the deliverables of their project which must be achieved within certain cost and time constraints.  
• Program Managers must be comfortable in being less hands-on and they need to have a vision of the benefits the program will achieve.

The best thing for the organisation running program and projects is that everyone understands the different pressures faced by their colleagues.

So if you are a project manager it’s well worth finding out more about program management and similarly program managers benefit from understanding the challenges that project managers face. APMG has the world's best selection of project and programme certifications which are widely recognised the leading organisations and government.

How do I become a Project or Program Manager?

Get trained and certified.

The Praxis Framework Certification is an effective, respected way to verify both your project and program management knowledge in one fell swoop.

Before Praxis arrived an aspiring project or program manager would have to look at several courses to learn the core skills of a competent, well-rounded manager. Praxis trims the fat - compiling the necessary knowledge into a single course.

Praxis quickly gained prestige amongst the project and program community - its Bridging Course has been endorsed by Australia's leading project management association, AIPM  and is also a route to becoming a Chartered Project Professional  with the Association for Project Management.

You'll gain a nifty digital badge if you pass the exam so you can showcase your certified status online.

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Programs, on the other hand, are groups of related projects that are run as a group toward producing a common benefit. A project is content-specific, while a program focuses on the benefits. Developing a web application for ticket registration (air, travel, or rail) to generate revenue is an example of a project. Developing a group of functionalities or applications related to analytics and generating leads through marketing for the desired outcome of customer conversion might be a program (with the individual components of its projects). 

Due to the value and benefits both bring, skilled project and program managers are always in demand throughout the world. In this article we will discuss the following point of differences between projects and programs:

Benefits Realization

Change management.

• Role in organization

Portfolios, Programs, and Projects

A portfolio organizes programs, projects , sub-portfolios, sub-programs, and operations to facilitate business benefits (i.e., maximize profitability). In the diagram below (Diagram 1.0), the organization groups its initiatives, investments, projects, and programs through portfolios or lines of business aligning to the organization's benefits. The program can have a group of projects or programs under them aligned to the respective portfolio or sub-portfolio. 

Resources are efficiently utilized (moved, managed, or optimized) between programs and projects to maximize the benefits of the organization. Projects can also exist independently and need not be grouped under programs. Programs will be used in their standard manner within the portfolio, with each program managing its projects’ dependencies, program-level risks, and flow of information between projects.

Some Fundamental Differences Between Projects and Programs

Projects are focused on delivering defined outputs; programs are focused on realizing benefits. As a program manager, one of the most important responsibilities is initiating projects to create the outputs required to achieve the program's objectives.

Generally, a project represents a single, focused effort. Programs are collections of projects together that constitute a complete package of work. The program's overall objectives are achieved through the complementarity of the various projects.

The characteristics of projects and programs make them valuable for different reasons. Understanding these differences assist one in determining the application of projects or programs. Although this isn’t a comprehensive list, it provides a broad understanding and provides anyone wishing to take advantage of these tools a strong complete list. 

• Projects vary in duration, while a program is generally of longer duration, since the start of the program will be the start of its first project, and the end of the program will be the end of its last project.
• Projects focus on desired results or outputs, where programs focus on desired outcomes or benefits.
• The efficiency and effectiveness of the project can be measured based on metrics like budget , schedule, quality, etc. However, the efficiency and effectiveness of the program will be measured in terms of the benefits realization of the program. Such differentiation allows one to measure the success of both the project and program management, even though the projects will exist within the program.
• A project fulfills project objectives (“Why” the deliverable/s is/are required), and the program generally focuses on generating organizational benefits. 
• Projects have defined objectives, and scope is iteratively developed; programs have a scope that encompasses the scope of the collection of projects.
• Project managers expect change and implement processes to keep change managed, where program managers accept and adapt to change to optimize the delivery of benefits.
• Success has majored within projects through product and project quality, timeliness, budget compliance, and customer satisfaction; success in a program measured by the program’s ability to deliver its intended benefits to the organization.

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These are only a few differences between programs and projects. The following topics are more specific to the tactical implementation of these two tools.

Commercial organizations pursue commercial benefits. Non-commercial organizations seek benefits such as improved health, safety, or security. Since projects focus on deliverables that meet objectives, organizations can use projects to ensure controlled change where the projects are concentrated. Businesses can also use programs to realize benefits between projects. To compare the difference in focus on benefits realization between the two, there are two documents that assist a project manager in performing benefits realization:

• The Business Case, which justifies the value or benefits to secure project approval 
• The Business Management Plan, which documents how benefits will be planned, determined, measured, and validated throughout the project 

In comparison, a program (if formal) will document, monitor, and administer benefits identification, benefits analysis and planning, benefits delivery, benefits transition, and benefits sustainment. This demonstrates the level of analysis and control of expected benefits when comparing programs to projects.

The management of change should be considered formal. Whether the change is at the project or program level, change is approved, applied, and verified when it is necessary. Program management ensures a consistent level of performance from the components of the program. Change, therefore, is integrated between projects and between projects and the administrative work that supports the program. In comparison, projects use change to control variance from planned cost and schedule while protecting various aspects and characteristics of the planned outputs. 

Risk is uncertainty—we don’t know if it will indeed occur, and if it does, it might generate an impact. Projects always work towards minimizing or avoiding risk as it can impact the project severely. Projects exist in an environment where the output, benefits, or outcome of the work may be uncertain and unpredictable. Since projects have more or less fixed constraints at the outset, there is a lower chance of certainty. 

In comparison, programs at their start are a little less defined and may have more significant uncertainty than projects, even projects that define the programs. The same occurs throughout the life of the projects— as the projects progress, they become more defined. Programs can change around projects to ensure the stability of the projects and therefore contribute to the projects’ success. This, in turn, ensures less risk for projects and greater risk for the programs

Projects and programs may respond to complexity in different ways and due to different types of complexity, but generally respond to complexity in similar ways: it takes more time and increases uncertainty to both. Program complexity may arise from governance, stakeholders , definition (agreement of the future state among stakeholders), benefits delivery, and interdependency (connections between components). Project complexity arises from organizational complexity (depth of the organization structure as well as the number of organizational units) and dynamic complexity (the project’s behavior and how it changes over time).

Governance is the monitoring, management, and support applied to meet goals. For projects, the goals support the deliverable and its enablement of objectives. For programs, governance establishes program support and maintains oversight. Another difference between projects and programs regarding governance is the way it is implemented. In projects, governance is implemented and integrated through a collection of organizational, project, and stakeholder requirements and constraints.

Role of a Project Manager

The job of the project manager is to lead and manage—direct the team, engage the stakeholders, and influence and motivate. They take over-arching responsibility for the project and use that comprehensive vision to motivate and influence. They may not know how to perform all the skills required to build the deliverable, but through knowledge of management and leadership, they can bring diverse skills together and support an environment that leads to a successful outcome.

Simplilearn offers a great project management package called Digital Project Manager that can empower you to stay relevant and ahead of the curve.

Role of a Program Manager

In comparison, a program manager is authorized to lead the team or teams responsible for achieving program objectives. They maintain responsibility for leadership, performance, and conduct of a program, and build teams capable of achieving those objectives. Therefore, the program manager will monitor outputs and outcomes of component activities and ensure the program adapts appropriately to those activities.

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Although programs may be larger than the sum of their projects, they will be so because they serve the strategic needs of an organization, instead of the tactical demands of the individual projects. These two roles have different focuses, different skills, and responsibilities, and are valued within organizations for various reasons. To understand the components and capabilities of each is to know why organizations value both project and program management. Simplilearn’s  PMP Certification Training Course can provide excellent insights into project management and equip you with the right skills and tools to become a great project manager.

1. What is Product Management?

Product management is all about looking after a business product end-to-end. Right from creating it, to fixing problems and upgrading it based on feedback, product management deals with all these things. 

2. What is Program Management?

A program has multiple projects involved in it. Program Management is the process of overlooking large scale deliveries. 

3. What is the difference between a program and a project?

A project focuses on a single, focused endeavor. Whereas, a program has several projects involved in it. 

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Simplilearn is one of the world’s leading providers of online training for Digital Marketing, Cloud Computing, Project Management, Data Science, IT, Software Development, and many other emerging technologies.

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What Is The Difference Between a Project and a Program?

You can arrive at your destination only when the course is correctly set, and all participants know where and why they are going. The project and the program are management categories, where special attention is paid to competent planning. How to understand the difference between them, and what do these differences affect?

• The project  is a corresponding set of activities and processes with the primary goal of implementing a large-scale task. The project’s main attributes are the availability of deadlines, resources, and mission. The project implementation can be calculated quantitatively as well as qualitatively.
• A program  is a group of projects united by a single goal, management, resources, and mission. Their result is a qualitative state change caused by the implementation of planned tasks.

How the Projects and Programs are Different?

The most important difference between these concepts is their scale. A program is several projects united by one goal. It is measured not quantitatively but qualitatively and implies a change of state. Terms of  project implementation , as a rule, are rigidly defined, and their transfer will inevitably affect the implementation of the program.

There are also differences in the complexity of the implementation of the tasks. The implementation of the project seems to be simpler since, for success, it is enough to achieve goals by a certain period. The program is only a hypothesis, which must be confirmed in practice.

The Defining Standards

The organization has one or more portfolios, each of which contains a variety of programs and projects.  Portfolio management  is about selecting the right mix of programs and projects that an organization should do based on available resources and funding.  Program management is about coordinating several related projects over time to produce outcomes that are beneficial to the organization. Projects are designed for the efficient delivery of a specified output.

PMI Standards

The project is a temporary undertaken to create a unique project service or result. The program is a collection of related projects managed in a coordinated manner to achieve benefits and control not possible by managing them separately. Some elements of work may be included in programs that are not within the scope of the individual projects.

Standardization

The definition of a program is consistent, as can be seen in the examples. Programs are the coordination of multiple projects to realize benefits that otherwise would not be possible. The program’s goal of realizing benefits differs from project or  project management . These definitions focus on the efficient delivery of products, services, or results (i.e., deliverables). The difference between projects and programs is often described as the “efficient creation of outputs.” Programs are concerned with delivering outcomes.

Measurements of a Project or Program

• A project is well-defined, with a project charter that spells out precisely what the scope and objectives are for the project. A program tends to have greater levels of uncertainty. The team is also bigger. The project team oversees and coordinates work on several projects, so although the core team may not have as many people as required, the project managers and all the project team members will be included.
• This is the most significant difference between projects and programs. A project represents a single effort. It is a group of people forming a team working towards a common goal. A program is different; it is a collection of projects. Together all the projects form a cohesive package of work.
• Some projects do go on for several years, but most of the tasks you’ll work on will be shorter than that. On the other hand, programs are longer. As they set out to deliver more stuff, they take longer. Programs tend to be split into tranches or phases. Some projects are also divided like this, but not all projects last long enough to be delivered in multiple stages.
• A project team works towards achieving specific outputs, what you get at the end. For example, this could be a set of deliverables that form a software package, a new retail branch, or whatever you are working on. The benefits of a project tend to be tangible: you get a ‘thing’ at the end. A program team works towards delivering outcomes. Outcomes can be tangible but are often not. The benefits of a program are the sum of all the benefits of the different initiatives it contains. These benefits may be policy- or culture-related or involve a change in how an organization operates.

Program Manager and Project Manager – What’s the Difference?

Usually, both programs and projects are aimed at achieving one common goal and business result. For example, a program for launching a new marketing campaign consists of several projects, including creating content, working on social networks, promoting, and preparing all the necessary materials for the campaign. This is an example of a situation where both a program manager and a project manager are involved in the work. But what are the responsibilities of each of them?

What Does the Program Manager Do?

A program manager can be called a strategic leader. He defines the objectives of the program and its importance for business.

The task of the program manager is to outline a plan and make a list of mutually beneficial projects that must be completed to achieve a common goal. As for the program itself, its manager is engaged in developing and implementing the strategy and the appointment of staff responsible for individual projects.

For example, if a program involves a marketing campaign, a manager may include attracting potential customers, increasing brand awareness, and expanding the target market to the list of goals. The role of the program manager goes beyond the implementation of individual projects and addresses the long-term benefits of the program as a whole.

What Does a Project Manager do?

The project manager manages the implementation of a separate project within the program. He coordinates the timeline, budget, and use of resources and distributes tasks between team members. Also, the project manager reports to the program manager on the progress of work and changes to the original project plan .

The   project manager’s role is mainly concerned with practical issues, such as meeting deadlines, staying within budget, and completing reporting materials. His role generally ends with the completion of the project, but it can be helpful to review what went well and what didn’t.

Project manager vs. Program manager comparison table

Projects and programs in use.

The table highlights the key differences between projects vs. programs in use.

The diagram shows a simplified view of how projects and programs fit within the hierarchy of a business.

Think of the diagram as showing the people running the business at the top of the triangle – the CEO and board. At the bottom of the triangle, we have the individual specialists who are working as part of a project. At the top of the diagram, we have the Business Level, where the board runs the business. People at this level are concerned with, amongst other things, setting strategic direction to implement the vision and managing a portfolio of programs to move towards the vision.

The next level in the diagram is the Program Level. Here, a program can initiate and control multiple projects to realize benefits. The program could also cancel projects if they weren’t the best way to realize the needed benefits due to a change in the business environment.

Finally, we reach the Project Level. Here projects are formed by the Program Level (or in smaller organizations without a program level, directly by the business level). Projects have a defined scope (set of deliverables) and must work efficiently to deliver these to time, budget, and quality constraints.

This diagram also highlights the difference between the project and the  program and portfolio levels  of management. The Business Level is responsible for managing a change portfolio, essentially several programs. Within the portfolio, each program is responsible for managing several projects.

Let’s look at a practical example of building a mobile phone. A software project exists for the device’s operating system to make sure it’s updated so that it works with the new hardware (as well as updating key applications). The project will aim to deliver the operating system and applications on time, on budget, and required quality.

The program that sits above this project will be much broader in scope. It’s targeted at delivering a mobile phone that maximizes profit for the business.

Our software projects will be just one of the projects controlled by the program. Other projects could include: Go To Market, Hardware, Tooling, Legal, Business Affairs, Support, etc. In fact, some of these projects may be so large and complex that they may be programs.

One of the key jobs of the program is to manage dependencies between projects. For example, the program must coordinate between the Tooling project and the Go To Market project to ensure alignment around the number of devices that the factory must produce to meet market demand. It will change over time and requires careful coordination, so there isn’t oversupply, which would result in a reduced return on investment.

PPM Express  is just the kind of tool that was created specifically for project and portfolio management in small and medium-sized organizations. It is designed to integrate seamlessly with JIRA and Planner, Microsoft Azure  DevOps , and  Microsoft Project Online . What makes it just the right fit for 20+ portfolios at a time operation. It is a Cloud-based solution that makes the dashboard available for your project managers and stakeholders anytime, anywhere. PPM Express is designed to be user-friendly and easy to use and deploy. Get full visibility, establish  project management  practices, and manage resources with accurate and up-to-date data from the projects at hand. All you need to start managing projects, tracking progress, and collaborating is in the  PPM Express  toolbox.

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The difference between a project and a programme

Many believe a programme is simply a larger, longer version of a project. Despite the similarities, they are actually quite different. Briefly, a project is a specific, single task that delivers a tangible output, while a programme is a collection of related projects.

Definition of a project

PRINCE2 defines a project as “a temporary organisation that is created for the purpose of delivering one or more business products according to a specified business case”.

Projects have an end and aren’t designed to last very long. The project manager ensures the project delivers the intended goal, within a defined timeframe and budget.

Definition of a programme

A programme is defined as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually”.

Programmes are usually long term, sometimes spanning years, and don’t have a fixed deadline. A programme is a framework of related projects aligned in a specific sequence. They have predictable and repeatable elements to minimise or even eliminate risks.

Project and programme key differences

Project vs programme example.

Let’s say a company wants to build and market a new mobile phone. This programme would be a collection of different projects, like one for updating the operating system and another for sourcing the resources and raw materials, along with the legal, business and support elements. Programme management would manage the dependencies , so each project gets what it needs.

Project and programme similarities

It’s good for project and programme managers to understand the challenges each has to deal with, as both projects and programmes:

• Are temporary
• Use business cases
• Require a team
• Are aligned to strategic objectives
• Deliver change

Project managers vs programme managers

Project managers focus on the project’s deliverables, making sure the project reaches its intended outcome on time and within the budget.

Programme managers are usually less hands-on, but must view the bigger picture and visualise the benefits that individual projects will have on the whole programme.

The biggest difference is that projects deal with delivering strictly defined outputs within a specific timescale and budget, whereas programmes deal with delivering outputs that benefit the entire organisation. Put simply, projects involve ‘doings things right’ and programmes involve ‘doing the right things’. Similar phrases, but very different meanings.

What is the difference between a project and programme? A mission to the moon might help

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The complexity of space travel is something that really fascinates me, and as a project/programme professional this fascination has often provided great inspiration. Space travel to the moon is a useful analogy to explain the difference between projects and programmes.

Unfortunately, project and programme have often been confused by many, programmes referred to as large or more complex projects and the terms project and programme used interchangeably. I have found the relatively simple analogy of a space mission to the moon helps to decipher the terms.

Although actually getting to space is extremely complex and challenging when boiled down to the basic idea of what is required, it’s simple. You need:

• One big rocket full of complex computers,
• Several highly intelligent and well-trained astronauts,
• The equipment required to keep these people alive while off planet such as suits and;
• Houston (launch/ mission control).

We have many space agencies around the world, each with a very similar strategic mission, to “drive advances in science, technology, and exploration to enhance knowledge, education, innovation, economic vitality, and stewardship of Earth” (National Aeronautics and Space Administration, (NASA)). Like many of our own organisations, space agencies use a mix of projects and programmes to realise and drive the strategic mission.

Definitions

Put very simply, a project is a unique, temporary endeavour established to deliver planned outputs as efficiently as possible, for example building the rocket, developing astronauts’ suits and undertaking research.

Whereas programmes focus on the coordination of a number of related projects and other change management or business as usual activities. The purpose is to deliver strategic or significant outcomes and beneficial change for an organisation. A mission to the moon may deliver strategic outcomes for the organisation with the development of a new capability and advances in science and technology.

A project may create the rocket required for the mission. On its own this output may hold little value to the organisation; however, when combined with outputs from other related projects – training of crew, development of launch control and computerised rocket systems, etc – as part of a programme, it can provide the effective delivery mechanism for realising desired strategic outcomes such as putting people on the moon.

In addition to the differences in definition and focus, project and programmes also differ in several other aspects.

Clarity of scope and deliverables

Usually with a short-term timeline, projects require a defined start and end point and work against a clearly defined scope limited to delivery of a specified output (such as the rocket). This scope is often defined before the start of a project as this is why the project is set up.

Programmes however are usually long term, sometimes spanning for many years and often have a fixed deadline. Working towards a desired outcome, specific deliverables may be unclear from the start and therefore programme scope is often broad and adjustable.

For example, much of the technology needed to get to the lunar surface and return in 1969 didn’t exist at the time and much was unknown. Only as research and understanding developed in these areas during the 1960s could the requirements and specific deliverables be defined for a mission to take place.

Structure and approach

Programmes are made up of separately managed projects and initiatives which must be coordinated. Programmes will define and agree the various projects throughout the life cycle to ensure the benefits can be realised. This coordination and management of activity can create a fluid structure and often involves working with multiple organisations (or functional departments) each responsible for one or more projects and each using a different project approach.

NASA are currently working on the Artemis programme, to return people to the Moon by 2024. NASA is working in collaboration with other organisations such as SpaceX, Boeing and the European Space Agency to provide key deliverables such as the rockets and communication satellites required for these missions.

A project is a single managed entity with the means to deliver a specific output which is clear at the start and will not usually change during the life of the project. This single and temporary entity is usually the responsibility of a single project team working to their own project approach that suits the output being delivered.

Using the same example, working for NASA as the customer, SpaceX would be responsible for producing the rocket and will use their own project approach to ensure effective delivery.

Measuring success

Success of a project is usually defined as creating the desired output within the agreed time, cost and quality constraints rather than the success of the deliverable itself. In this instance a project may deliver a rocket that was created on time and within budget however never get used and still be deemed successful.

Programme success can be measured by the extent to which business outcomes have been realised in line with strategic and long terms objectives of the organisation. For a space agency, a programme to put people on the moon may be successful if the outcomes of the mission are realised, astronauts touch down on the lunar surface, science experience are undertaken and the full crew returned to earth safely.   

While clearly different in many aspects, project and programme do have similarities. For example, both structures are temporary sets of teams that are designed to deliver change. Although project delivery is focused on tactical change and programme more strategic, both deliver change aligned with the strategic objectives of an organisation.

What is the difference between project and programme? Well, the biggest difference is that a project focuses on the delivery of strictly defined outputs within well-defined timescales and budgets whereas programme focuses on the delivery of strategic outputs to benefit the entire organisation.

With these differences it is also important to remember that the management of projects and programmes is distinctly different too. In addition to different themes and emphases, that may change the style of management there is also a very different set of approaches and techniques. Project managers do not necessarily make very good programme managers and vice versa.

So, are you building a rocket or putting people on the moon?

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James Lesingham is a Senior Project Manager at Babcock International and an active volunteer with the APM as a committee member for APMs Programme Management Specific Interest Group ( https://www.apm.org.uk/community/programme-management-sig/ ).

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I really like this explanation, easy to remember and recount!

Excellent post; the use of the terms project and programme interchangeably is sadly very familiar. Naturally a Project Manager ought to be giving thought to how their project's output will translate into benefits for their client, but this can quickly blur the distinction. This is especially apparent when there seem to be Projects within Programmes within Programmes, and even more so in the absence of effective Programme Management (elements of which are at risk of being left to the Project Manager)!

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The Difference Between a Project and a Program

In this article:

We frequently receive emails enquiring into the difference between projects and programs (or programmes as they’re referred to in the UK). Many of those who email us are under the impression that a program is simply a really big project, and that there are many similarities between projects and programs.

Nothing could be further from the truth! But in order to understand the difference we need to begin by understanding the definition of projects and programs.

Defining a Project

According to PRINCE2, a Project is defined as “A temporary organization that is created for the purpose of delivering one or more business products according to a specified Business Case”.

Defining of a Program

As posted in our very first article , a Program is defined as “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually”.

Another way to understand the difference between projects and programs is to look at how the roles of a Project Manager and Program Manager differ. Again, this is broken down by project vs program:

Programs and Projects and Portfolio

The diagram below shows a simplified view of how projects and programs fit within the hierarchy of a business.

Think of diagram as showing the people running the business at the top of the triangle – the CEO and board. At the bottom of the triangle we have the individual specialists who are working as part of a project.

The next level in the diagram is the Program Level. Here a program can initiate and control multiple projects to realise benefits. Project’s could also be cancelled by the program if it was felt they wouldn’t be the best way to realise the needed benefits due to a change in the business environment.

Finally, we reach the Project Level. Here projects are initiated by the Program Level (or in smaller organisations without a program level, directly by the business level). Projects have a defined scope (set of deliverables) and must work efficiently to deliver these to time, budget, and quality constraints.

Difference between Projects and Programs: An Example

To make the difference between projects and programs more concrete let’s look at a practical example of the difference between projects and programs. In this case we’re going to be building a mobile phone.

The program that sits above this project will be much more broad in scope. It’s targeted with delivering a mobile phone that maximises profit for the business. As such our software projects will be just one of the projects controlled by the program.

Other projects could include: Go To Market, Hardware, Tooling, Legal, Business Affairs, Support.

In fact, some of these projects may be so large and complex that they themselves may be programs. A good candidate for this in our example is the Go To Market, but for the purposes of this example we’re going to assume it’s a project.

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One of the key jobs of the program is to manage dependencies between projects, for example, the program must coordinate between the Tooling project and the Go To Market project to ensure alignment around the number of devices that the factory must produce to meet market demand. This will obviously change over time and requires careful coordination so there isn’t over or under supply, both of which would result in a reduced return on investment.

There are of course some similarities between projects and programs, namely that they are both concerned with change, that is the creation of something new, and both require the use of a team to get things done. But that is really where the similarities between projects and programs end.

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Program management vs. project management

How program and project management work together to improve organizational performance

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Programs and projects are at the heart of many business endeavors. To use a metaphor, projects are like trains operated by project managers, who help pull the work of a team to achieve goals and ultimately arrive with a finished good or service.

To continue with the metaphor, a program is like a collection of trains running on different tracks, yet headed to the same station, or goal. The program manager is the station conductor,  directing the various project trains.

What is program management?

Program management is the process of managing programs mapped to business objectives that improve organizational performance. Program managers oversee and coordinate the various projects and other strategic initiatives throughout an organization.

Program managers also help to drive organizational change by helping with agile transformations, including helping to implement DevOps practices and principles. Program managers may align program management practices and processes with agile values such as collaboration, team autonomy and empowerment, delivering value to customers, and adapting to change in the moment. A program manager can bring agile and DevOps to life for teams across large programs or individual projects by tailoring programs to the specific requirements and opportunities of the business.

A program manager can bring agile and DevOps to life for teams across large programs or individual projects by tailoring programs to the specific requirements and opportunities of the business.

Program management is sometimes confused with project management. Project management is the process of leading a project performed by a team to achieve certain goals, such as building a new product. 

A project represents a single, focused piece of work with a specific scope and defined output. Projects can run for several years, but their main focus remains the same. A project’s success can be measured by the delivery of artifacts and deliverables that roll up to a program’s larger goals. 

Project management is the process of delivering value that incrementally moves a program forward. Despite the emphasis on artifacts and deliverables, project management still involves strategy and planning, since a project manager must determine how to meet the goals laid out at the beginning of the project. Once a project is underway, a project manager tracks progress, allocates resources, manages risks, communicates, and more. 

Program management entails managing a program with multiple, related projects. Since programs are linked to strategic initiatives, they are often long-running and possibly permanent. Programs continue through organizational change, contribute to multiple goals, and contain many projects that deliver specific components of the larger strategic initiative.

At the highest level, a project generally focuses on outputs, while a program focuses on outcomes.

Projects have: 

• A set of tasks with a clear deliverable and a deadline for completion
• Relates to creating, updating, or reviewing a particular document, process, outcome, or another single unit of work
• A predefined scope that is limited to a specific output
• Improves quality, efficiency, cost management, or customer satisfaction in a specific and predetermined way  

Programs have:

• Unknown or fluid deadlines due to the large scope and impact of the work that must be done continuously over a long period of time
• Multiple deliverables with inter-related dependencies that may continue to evolve based on changing business needs
• A series of deliverables completed together to increase efficiency, accuracy, reliability, or other business needs
• The work enables the company to achieve a long-term business goal or initiative that will run in perpetuity
• Success delivers long-term benefits or unlocks new capabilities for the organization  

What does a program manager do?

Program managers need to balance delivering artifacts, engaging with strategic decisions, managing stakeholders, and mitigating risks across the program. In a fully empowered organizational program, program managers should be able to solve — or connect to people who can solve — and plan to mitigate any problem that impacts the strategic initiative they seek to achieve.

Because of the breadth of their responsibilities, program managers play a key enabling role in companies. The role is flexible by design to meet the different challenges that teams encounter while going to production. 

On any given day a program manager may do any of the following tasks:

Evaluate the state of the portfolio 

A program manager reviews and evaluates a portfolio by connecting with teams to identify any risk mitigation or improvement opportunities. These connections can be coffee chats or team meetings. The program manager’s goal is to stay connected and engaged enough to work in lockstep towards shared goals. This includes connecting with project teams to ensure the project managers are supported and unblocked. 

Manage risks

Risk management is a key element of portfolio management. Risks include a project timeline slipping, changing requirements, or the discovery of additional stakeholders. A program manager should be aware of anything that could impact the progress or outcome of the program and related projects. Ideally, a program manager can take corrective actions to reduce or manage risks in the portfolio.

Run the program

Program managers are responsible for running the program, which includes:

• Managing budgets and resources in cooperation with project managers
• Defining the operating parameters and controls
• Maintaining the core elements of the program that set the foundation from team charters and other establishing documents   

Engage with stakeholders 

A program manager connects with stakeholders to get a sense of the wider context that surrounds goals. These conversations provide key insights into the overall landscape. By partnering with stakeholders, a program manager can help guide project teams.

Refine the operating model

The operating model shapes how teams progress toward their goals. This can include establishing communication channels and reporting methods, identifying goals, establishing priorities across the entire program. During the course of a program, a program manager optimizes the operating model to increase the likelihood of success and reduce the impact of risks.

Support decisions 

Decision-making takes many forms, from running a meeting with decision-makers, to compiling background information on what decisions are needed, or doing a comparative analysis of multiple options. Specific program managers may lean into different areas, depending on their strengths. The program manager reviews outcomes to identify opportunities for improvement in systems, processes, or results. 

The focus and scope of each program manager shape the specifics of how they engage with these practices.

What does a project manager do?

A typical day for a project manager can include:

• Checking on the status of a deliverable to determine whether it will be delivered on time and within budget
• Reviewing a queue to identify new work, monitor existing tasks, and unblock specific elements for the project team
• Create a plan for how to reach a specific milestone that describes the stakeholder management and communications opportunities
• Ensure that project work meets the quality and reliability requirements established at the beginning of the project  

As you can see, program and project managers work on highly related tasks. The primary difference between these two roles is scope and ambiguity:

• Projects are scoped tightly and controlled from the beginning, while programs have a larger scope that may change over the course of the program.
• Projects have limited ambiguity because success has been clearly defined at the start, while programs need to work through ambiguity to define what needs to be done and how to conceptualize “success” for the overall program.  

In conclusion...

The Program Management Institute notes that “organizations with mature program management are far more successful than those without it.” That’s because program management allows organizations to achieve better alignment with strategic goals, management of project interdependencies, better resource management, and more. 

Jira Align provides program management features that connect business strategy to technical execution. Its program management features include visual program boards, forecasting and simulation, program tracking, multi-tiered roadmaps, dependency management, and more. 

Learn more about Jira Align’s program management features . Also be sure to check out Jira’s Advanced Roadmaps for strategic planning.

Laureli Mallek is a builder at heart who supports organizational effectiveness by removing blockers to fulfilling work. As a program manager and coach, she empowers teams to be more resilient, scalable, and human-centric by crafting tailored solutions that span process improvement, team practices, and leadership development. Laureli has spent much of her career in tech, where she focused on security and privacy at large and small companies.

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Differences between Projects and Programs

Are you doing any programs? Have you completed any projects? But aren’t projects and programs the same? Or is it not? People have been ignorant of understanding the difference between projects and programs for a long, long time now. Why don’t we just clear the doubt and come closer to understanding what we have been so oblivious about?

Basically, a project is a string of tasks that need to be implemented in order to achieve a particular outcome. A project can also be defined as a set of inputs and outcomes required to achieve a specific goal. Projects can range from simple to complex and can be controlled by one or more people. Projects are often defined and assigned to a manager or supervisor.

The program refers to multiple projects managed and delivered as a single package. The program is a collection of projects managed as a team to achieve optimal scale performance. Project management is a synthesis of individual tasks, correspondingly program management is the assimilation of related projects grouped together.

How are projects and programs similar? 

It is good for project and program managers to understand the challenges that each person has to face, such as projects and programs:

• It’s temporary – both have a starting and ending date
• Use business case
• Need a team
• Aligned with strategic objectives 
• Deliver the change
• Both have a budget
• Both projects and programs have resources allocated to them

Now let’s check out how different they are?

• The program is a set of many projects
• It has a series of projects mainly linked to each other
• Parts of programs by projects
• It has a great team to look at things perfectly
• It usually lasts for years
• Generate the result
• Firmly in comparison with context and time
• Objectives may be unclear and some objectives may vary over time
• Based on a broad view and function
• It has many participants from different fields
• Difficulty and variability of access to resources
• The programs have a lot of strategic planning
• Senior staff and senior officials are involved in the design of these programs
• It has many active units
• Includes a high level of difficulty and uncertainty
• It works on the basis of the organization’s calendar and timeline
• It has many financial problems and busy budget processes
• It is vulnerable to major changes in the country’s markets and policies
• The program is the core of projects that ensure that projects work in a memorandum (program)
• The program is running/projecting the project
• The success of the program is determined by the ability to meet the needs of the beneficiaries
• A project is a well-defined set of specific tasks. It usually represents one purpose
• It goes by itself
• Part of the projects are small tasks/tasks
• A small group of people working together
• Shorter / shorter on average
• Produces results within a defined time frame
• Stability during the start and end of the project and there is a time limit
• Objectives are clear and well defined at all levels
• Depending on the specific goals and objectives
• A limited number of participants
• It is easy to see the resources needed
• Projects may not require strategic planning
• Projects are designed by intermediate staff
• It has one unit of operation
• Slight and low uncertainty
• It has its own timeline
• It has a fixed budget. Therefore, fewer financial problems
• It is less vulnerable to market changes and country policies
• A project is the basis of plans
• The project can be part of the plan
• The success of a project is determined by its quality, time, and resource management

Project Manager:

The project manager is the person accountable for guiding the project from its debut to its completion. This includes the planning, implementation, and management of people, resources, and scope of the project. Project managers must have the discipline to set clear and achievable goals and be able to identify them until they are successfully achieved. The project manager has the absolute power and supremacy to complete the assigned project. Project Managers make detailed arrangements to manage the delivery of Project products.

 Skills:

• Planning and forecasting
• Risk management
• Creating a budget
• Tracking and monitoring
• Project management methods
• Simplifying meetings
• The expertise of the story
• Project management software
• Leadership, communication
• Time management
• Problem-solving
• Adaptability

Program Manager:

 The program manager explains the strategy and objectives of the program and assesses how it will impact the business. It must define and direct a list of related projects required to achieve the overall objectives of the program.

Program managers create high-quality programs that are used to provide project guidance. Detailed plans are made from this guide by Project Managers. The program manager henceforth supervises all projects belonging to the program and makes sure that it achieves its outcomes.

• Very analytical and orderly
• Very good producers
• Good conversations with influencers
• Ability to resolve disputes
• Solutions for creative problems
• Outstanding planning, working resources, and stakeholder management
• You can see the big picture and sell their ideas 
• It is less organized compared to projects
• Well organized in all respects

Conclusion:

The key difference between projects and programs is that projects are concerned with producing deliverables, whereas programs are concerned with delivering business outcomes. Whilst the project concerns doing things right, the program concerns doing the right things. 

Want to learn a   project management course ? Here’s the best option for you. At SKILLOGIC we provide extensive training in project management courses like   PMP Certification , PRINCE2 Certification, CAPM Certification and   PRINCE2 Agile Certification   that is accredited by Project Management Institute (PMI) and AXELOS. Enroll Now!

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