What’s the Difference between Projects and Programs?

Projects and Programs are similar… but different. And so ar Project Management and Program Management. Let’s see what those differences are.

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Projects and Project Management

• Single, specific endeavor
• Clearly defined goals, objectives, scope, and outcomes
• A clear end date from the start, for when the project will be complete
• Tend to span months or a small number of years
• Project managers aim to drive down uncertainty and lock in certainty
• Risk management focuses on a clear set of risks
• Split into workstreams to delegate responsibility and allow for task-focused teams
• Rarely undertake tasks that are likely to be redundant.
• Traditional projects aim to itemize tasks in a WBS during the planning stage.
• Easily characterized stakeholder group, with clear focus on the matters to consult and communicate about
• A single team that can be large and subdivided. One leader, the Project Manager.
• Substantial changes and additions to scope are unwelcome and managed carefully
• Success is related to the delivery of benefits from a defined set of deliverables
• The outcome can include an element of change for the sponsoring organization. The project may or may not involve an element of change management.
• Governance will focus on one individual and maybe a steering group

Programs and Program Management

• Multiple projects and initiatives, managed together – often related through their goals, resource requirements, or scheduling.
• Often diffuse outcomes that can shift and evolve
• Often programs evolve and have no pre-determined end-date
• Span multiple years and are often split into several multi-year phases
• Program managers maintain flexibility to meet changing needs
• Risk management happens at project and program levels. At program level, risks tend to be more complex and have greater impacts.
• Split into projects to reduce complexity and de-risk against single-point failures
• Often contain program elements that may later be dropped if not needed or if the value is not sufficient.
• It is not possible to articulate a full task list at any point. The program will evolve.
• Complex and wide-ranging stakeholder group, with wide agenda for consultation and communication.
• Multiple teams with their own Project Leaders, with a Program Manager coordinating
• Substantial changes to scope are expected, with new projects and initiatives slotted in as the business cases are approved
• Success is related to benefits from wider-scale strategic objectives and organizational changes
• The outcome will include significant change – and maybe transformation – for the sponsoring organization.
• Actively managing the change will usually be one or more projects within the program.
• Governance will sit at the highest organizational levels and may involve multiple top-tier officers or executives.

Projects and Programs

In simple terms, programs tend to be bigger, more complex, and less certain than projects. As a result, Program Managers tend to be more senior and more experienced professionals. The challenge for them is to throw out some of their drive towards control and certainty, and to embrace a mindset of cultivated uncertainty and flexibility. It may be too early to tell, but I do wonder if project managers with an agile mindset may make effective program managers.

Recommended Videos to Help with Programs

Carefully curated video recommendations for you:

• What is Program Management? | Video
• Program Management 101: Your Introductory Guide to Program Management

Recommended Articles to Help with Projects

• What is Project Management? | Video
• Beginner’s Guide to Project Management | Video

What Kit does a Project Manager Need?

I asked Project Managers in a couple of forums what material things you need to have, to do your job as a Project Manager. They responded magnificently. I compiled their answers into a Kit list. I added my own. 

Check out the Kit a Project Manager needs

Note that the links are affiliated.

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