What is the difference between a project and a program?
In management, the terms project and program are sometimes used interchangeably. However, this simple confusion can lead to costly mistakes in terms of time, budget, and resources. In order to help you maintain control over the objectives and maintain the coherence of your strategy, we present 6 essential differences between project and program. You will thus be able to better structure your initiatives and optimize your chances of success.
What is the definition of a project and a program?
A project is a temporary commitment that focuses on achieving a specific objective and delivering a specific result. It has a start date and an end date, and it ends when the goal is reached.
En project management, a program is a set of projects or sub-projects, dependent on each other, that contribute to the same objective. These projects are linked to each other, and managed in a coordinated manner in order to obtain benefits that could not be obtained if each project was managed individually.
The various projects that make up a program are organized transversely in a company, that is to say that different departments collaborate together to carry them out. In general, programs focus on achieving the overall business objective, organizational, or technical goals. They can therefore be implemented over time, and if they have a start date, they do not always have an end date.
What are the fundamental differences between a project and a program?
To help you better distinguish a project from a program, here are the differences and similarities between the two.
The structure
A project is clearly defined with a precise scope and objectives while a program tends to have more uncertain outlines because of the multitude of projects it consists of. The team that works on a program is more important because it consists of all project managers and their project teams.
The effort
The project requires only a simple and concentrated effort to achieve a specific objective. A program is a set of projects that are complementary and each of which contributes to the achievement of the overall objective of the program. The latter therefore requires greater management effort and greater concentration to ensure that program planning takes into account the specific constraints of each project, and that the progress of the program takes place smoothly and without redundancy.
The duration
The duration of a project can vary, but it is rare for it to last several years. On the contrary, programs tend to be longer than projects, because they depend on the duration of the various projects that compose them, which do not necessarily start and end at the same time. Additionally, a program will provide a greater number of deliverables, which requires more time. Finally, because of their length, programs are generally divided into several phases that are spread over time, which is rarely the case with projects.
The change
The project manager is prepared for change and puts processes in place to ensure that the changes are well managed and do not interfere with the progress of the project. The program manager accepts and adapts to change in order to optimize the delivery of benefits.
The benefits
The objective of a project is to provide a deliverable at the end (a product or a service) such as a new software or a house, that is, something tangible. A program aims to achieve a result, an outcome, something that is not necessarily tangible, such as an increase in customer satisfaction, a decrease in turnover or a change in company culture. All the deliverables of all projects (products and/or services) contribute to achieving the result of the program.
The success
The effectiveness and success of a project are measured by the quality of the deliverables, the respect of deadlines, the maintenance of the budget and the satisfaction of the customer, but also thanks to different indicators (or KPIs). The success of a program is evaluated by its ability to provide the company with the expected results and benefits.
Who are the actors involved in a project and a program?
In project and program management, several key players are involved, each with distinct roles and responsibilities. It is important to fully understand the differences between a project manager and a program manager.
The project manager is responsible for planning, executing, and closing a specific project. Her responsibilities range from defining objectives and deliverables to leading the project team through risk management and communication with stakeholders.
The project manager, on the other hand, oversees a group of interrelated projects, which contribute comprehensively to a larger objective. Therefore, its role is to define the vision, strategy, and goals of the program. It coordinates projects and associated teams and manages dependencies between projects.
Of course, other actors are involved in a project or program depending on the size and complexity of the initiative. You can thus find a sponsor, collaborators within the project teams as well as various stakeholders such as customers, suppliers or other company employees.
Here is a table that summarizes the main differences:
Feature Project Manager Program Manager Scope Single Project Program Program (multiple projects) Program (multiple projects) Strategic Operational Orientation Objective Deliver the project on time, within budget and specifications Achieve program goals Responsibilities Project planning, execution, monitoring and closing of the project Project Vision definition, project coordination, risk management at the program level
Project manager vs program manager: What is the right role for your team?
Choosing the right profile according to the problem encountered is essential for the success of your initiatives.
The project manager is the most suitable if you have a unique and well-defined project, with specific objectives and a limited scope in time. This is particularly the case during a product launch or the implementation of a computer system.
The program manager is relevant when you have a set of interrelated projects that contribute to a common strategic objective. The digital transformation of a company or the development of a new range of products are examples of initiatives where this role is essential.
Essential skills and qualities to manage projects and programs
Managing projects and programs requires a set of skills and specific qualities to successfully achieve the objectives set.
Both of these professionals should have skills in project management, communication, and problem solving. Among the essential qualities necessary for them to carry out their tasks, we can mention in particular organization, teamwork, the ability to listen and a good resistance to stress.
The essential tools to effectively manage a project or program
Managing a project or a program requires flawless organization and fluid communication. Fortunately, digital tools exist to make life easier for project managers.
First, it is necessary to visualize all the project tasks, their dependencies and their chronology. To do this, Wimi suggests that you create Gantt charts. You can also centralize and share tasks within the team in order to monitor and prioritize tasks in real time.
The shared agenda on the Wimi platform is ideal for coordinating team availability and planning meetings effectively. This saves time and optimizes communication between employees.
By choosing the tools adapted to your needs and using them effectively, you will increase your chances of success and carry out your projects successfully. The Wimi all-in-one solution helps you achieve the goals of your projects or programs via a multitude of specialized tools such as shared document management, online storage or reporting tools.
