Introduction
Over the next two years, an increasing number of the authors' clients expect to initiate improvements in their program management capabilities that include training, professional development activities, methodologies, and processes. Programs can vary from an internal initiative to improve overall program management processes, to increasing maturity in project, program, and portfolio management, to the implementation of an enterprise resource-planning (ERP) program such as the building of a new aircraft or submarine. The need for competent program managers who can oversee the initiation, planning, executing, monitoring, and control of such complex undertakings has never been greater. In fact, there has never been a better time to be a program manager.
Figure 1 shows the differences between project management and program management at a high level.[1] The differences noted are not an "either/or" binary reference; in fact, the differences should be read as opposite ends of a continuum.
Area |
Project Management |
Program Management |
Focus |
Non strategic |
Strategic |
Objectives |
Singular |
Multiple |
Extent of change |
Narrow |
Broad |
Benefits realization |
Once |
Incremental |
Deliverable complexity |
Low |
High |
Deliverable quantity |
Few |
Many |
Overall time scale |
Rigid |
Loose |
Scope change |
Exceptional |
Desirable |
Functional diversity |
Minimal |
Multidisciplinary |
Figure 1: High level differences - project versus and program management
In the next two sections we will describe the reference sources we have used for our model development.
1. Ward, J.L. Programs are not projects: Boosting program management effectiveness. PMI Global Congress Proceedings, Orlando, FL., 2009
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Editor's Note
