Difference Between Programme And Project Pdf

difference between programme and project pdf

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I often see that aspirants do not understand the difference between a project and an operation. I regularly receive emails from those who are interested in applying for the PMP exam but are working with operations. Some aspirants applied for the PMP exam, were selected for audit , and failed it.

Faculty Insights Industry Advice Management.

Project vs Program, plus the difference between Project and Program Managers. A project manager is therefore responsible for ensuring a project delivers on its intended output in line with a defined time frame and budget. A program manager is therefore tasked with overseeing all the projects comprising the program — to ensure it achieves its outcomes. The best thing for the organisation running program and projects is that everyone understands the different pressures faced by their colleagues. The Praxis Framework Certification is an effective, respected way to verify both your project and program management knowledge in one fell swoop.

The relationship between Programmes and Projects

Faculty Insights Industry Advice Management. The relationship between project, program, and portfolio management can best be described like this:.

Put another way, projects fit within larger programs , which themselves fit within portfolios. Though related, tasks associated with project, program, and portfolio management are by nature very different. Generally, a project is a temporary endeavor, with a finite start and end, that is focused on creating a unique product, service, or result. Nothing in this definition describes the size or the precise content of a project—there are projects of every size imaginable in virtually every industry, and project managers supervise them regardless of these specifics.

They must do this all while working to ensure the project meets the quality guidelines required by its customers, which is not an easy task. Project management is about applying the right tools, techniques, and processes, in a value-added way, to complete the project successfully. As we know, the body of project management knowledge is huge, and there are a number of skills , tools, and techniques available to support project managers in the delivery of these initiatives.

In project management terms, this collection of projects becomes a program. Like a project, a program is a temporary organization, so when the related projects are complete, the program is complete. The program manager focuses, throughout the program, on the business benefits, starting very early at its inception by looking at what benefits can be realized and then making that happen.

Each project still has a project manager completing the work described above. The role of the program manager is to ensure that the benefits intended are met by validating that the correct projects are included in the program.

Any project not providing value to the benefits is then realigned or removed from the program. The program manager is responsible for overseeing the dependencies between projects and creating program-level plans to accomplish this. For example, a master schedule is created to manage the dependencies between projects; a program risk management plan is created to manage program-level risks; and a program communication plan establishes how information will flow in the program.

The program manager is then not managing the projects, but rather providing the oversight needed to ensure that the pieces of each project are completed effectively and efficiently in order to meet the needs of the other projects. The program manager is focused on benefits realization—rather, knowing the benefits that can be accomplished from this collection of projects and focusing on achieving them.

The program manager is also working to manage organizational change and ensure that the benefits are not only transitioned to operations, but that processes are in place to sustain these benefits. Since the role of program management is to ensure that projects are aligned to the business strategy, as the strategy changes, the program manager also needs to communicate with the project teams so that they are aware of the changes and what needs to be done about them.

A portfolio is a collection of projects and programs that are managed as a group to achieve strategic objectives. An organization may have one portfolio, which would then consist of all projects, programs, and operational work within the company. It may also establish several portfolios for project selection and ongoing investment decisions.

Organizations need to decide which projects are the right ones to focus on. Some risk needs to be taken, but the portfolio should not be so risky that everything could be lost within a period of time.

Beyond prioritizing and selecting projects and programs, portfolio management is balancing the portfolio so that the right projects and programs are selected and implemented. Monitoring and controlling is key to the process, since portfolio composition is not a one-time decision. Evaluations should be conducted in some regular cadence. A project could be temporarily moved out of the portfolio or permanently moved out of what that portfolio entails.

It may also be the case that, as we get into performing a project or program, we find it no longer aligns, causing a reprioritization of all projects and programs in the portfolio.

While the project manager is managing multiple tasks within a project, the program manager is coordinating between related projects within a program, in order to determine which projects are working towards the same or similar goals, and which may be dependent upon others.

Portfolio managers, on the other hand, are managing all or multiple programs within an organization, ensuring that all programs are working towards fulfilling the strategic objectives of the organization. The easiest way to explain the difference in how project, program, and portfolio managers work is: A project manager works to deliver a project efficiently and reliably.

They are responsible for the day-to-day management that brings a project to fruition. Program managers are more concerned with strategic alignment: Understanding what individual project managers are doing and enabling effective communication between them in order to understand where projects are and in order to provide support where necessary.

Portfolio managers , meanwhile, coordinate between various programs in order to ensure that things stay on track and that the organization is meeting its overarching strategic initiatives. To be effective, it is essential that the project managers, program managers, and portfolio managers within an organization all understand the roles that each other plays in bringing about the successful completion of a strategic goal.

Without this understanding, there may be unnecessary confusion and miscommunication that can derail an initiative before it even begins. From a high level, projects are part of programs and portfolios, and programs are part of portfolios. Each are different, but most effective when managed as one. Employers will need to fill 2. PMI, Stay up to date on our latest posts and university events.

Plus receive relevant career tips and grad school advice. Subscribe By providing us with your email, you agree to the terms of our Privacy Policy and Terms of Service. Return to Blog Homepage. What Does a Project Manager Do?

Project vs. Program vs. Portfolio Managers While the project manager is managing multiple tasks within a project, the program manager is coordinating between related projects within a program, in order to determine which projects are working towards the same or similar goals, and which may be dependent upon others.

How Project, Program, and Portfolio Management All Work Together To be effective, it is essential that the project managers, program managers, and portfolio managers within an organization all understand the roles that each other plays in bringing about the successful completion of a strategic goal. Related Articles.

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Major differences between project scope and objectives

A single use plan is one that is used only once and then it is cancelled. It is framed as per the requirements of a particular situation or goal and is discarded, on reaching the goal. Budgets, schedules, projects and programs are some of the examples of single-use plans. A project can be described as one-off operation, that has certain objectives and required to be met within stipulated time. A project differs from a program in the sense that the latter is a bundle of related projects, managed in a coordinated manner, to attain the benefits, which is available only when the projects are managed in groups. There are many students who misconstrue project for the program, so here, in this article, we will explain the difference between project and program. Basis for Comparison Project Program Meaning A project refers to the temporary activity, which is undertaken to create a distinct product or service, that has certain objectives.

A programme is a unique and transient strategic endeavour undertaken to achieve a beneficial change and incorporating a group of related projects and business-as-usual activities. Programmes are often defined as delivering change and would typically incorporate the full utilisation of benefits to satisfy the business case. They utilise capital expenditure to acquire assets, services, products and capability, alongside operating expense incurred as a result of performing normal business operations. Shaping programmes requires the selection and framing of projects and other work in business-as-usual into a structure where benefits can be delivered incrementally over time. To shape a programme, the sponsor works with stakeholders as early as possible to establish:. Shaping the programme to accomplish the vision requires the sponsor and programme manager to select and organise projects and other business-as-usual activities. The programme manager is responsible for day-to-day management of the programme including the coordination of projects and change management activities.

Programs are focused on realizing benefits; projects are focused on delivering defined outputs. One of the major roles of a program manager is to initiate projects to create the outputs the program needs to deliver its intended outcomes.

The Difference Between Projects and Programmes

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.

A program is a collection of projects that are managed as a group in order to achieve efficiencies of scale. Just as project management involves the coordination of individual tasks, program management is the coordination of related projects that are grouped together. Projects are bundled together into a program when the benefits of managing the collection outweigh the pros of managing the projects as individual units. A related concept here is project portfolio management , a method for organizations to manage and evaluate a large number of projects by grouping them into strategic portfolios.

Public Health Notes

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In the Programme Management overview , we defined a programme as follows:.

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The major difference between projects and programs is usually that projects are concerned with producing deliverables, whereas programs are concerned with delivering business outcomes. But that is really where the similarities between projects and programs end.