Difference between Program & Project Management

In preparing for a client meeting this week I always run through the questions I believe I am going to be asked. I know he is going to ask me the difference between program and project management, so I Googled it (of course) and then needed to spend time with my own unique thoughts (the internet is great, but I am believer in individual thoughts).

Programs imply longer terms, multiple projects, and oversight (versus direct management). Programs can also have Governance intensive models with large oversight committees. The outcomes of programs are often business focused and intensive; i.e. increase revenue by 20% for a product, or decrease spend by 30% for a given department or organization. Program Managers can also be responsible for managing to the ‘portfolio’ of projects under their sphere of control (although in larger organizations a portfolio manager my be a separate person). It takes someone with broad perspectives delegation skills, and focus on the overall outcomes.

Projects by definition have a discreet beginning and ending. Usually a simple focus; implement a new product, build a new road, etc… Project teams stay focused on the tasks at hand; managing to activities, risks, issues, roles & responsibilities, status reporting, etc…

Now there is overlap; both Program and Project Management have to contend with stakeholder management, change management, status reporting – these are consistent between the two. However, these to-do’s are typically broader and more executive focused when in the Program Management realm.

After thinking about it for a while it is clear there are differences, and I know how to articulate my thoughts around the differences. I am glad I took the time to think about it, and I can use this information as well when interviewing new project manager candidates. Project managers tend to believe “same thing, I can call myself a project or program manager” – but that really isn’t true. Program Managers need more advanced skills, not just experience running projects. Skills to manage to Executive Stakeholders, managing projects collectively and collaboratively at a higher level, you need to be able to delegate, etc…. to truly call yourself a Program Manager.