Explaining Programs and Projects in Normal Language
Andrew SparksSenior Practice Director| OracleEindhoven, Netherlands
One thing I have noticed is how well a metaphor works when trying to explain the difference between programs and projects to "normal" business people. Here is a post I made recently to my new blog @Oracle
(http://blogs.oracle.com/asparks/2008/10/pr..._aircraft.html)
On several occasions recently I have had to help customers come to terms with their project lifestyle choice and convince them of the values of program management.
In describing the difference between projects and programs I find it pays to use language the business folks readily understand. My favorite way is to use a metaphor.
Managing a project is like flying an aircraft. Managing a program is like running an airport.
Projects, like aircraft, come in all sizes: big and small. Depending on size you may have more (or less) people and technology onboard to help you with the flight. Unfortunately when you crash, the bigger you are the more people can get hurt (including you sometimes).
Programs are more like airports, with aircraft (projects) taking off and landing all the time. But you have a lot of supporting organization and infrastructure to look after as well.
I find the metaphor works very well to draw attention to the unifying purpose of programs as well as their open-ended nature. What do you think?
In any event it pays to remember this truism from the world of aviation: “When a flight is proceeding incredibly well, something was forgotten.” For more wisdom consider these other flying truisms.
Of course to the purist PM’s out there who might be offended by such a simple comparison, here are the formal PMI PMBOK definitions:
Project. A temporary endeavor undertaken to create a unique product, service or result.
Program. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.
Think about it when considering all of parallel initiatives you or your customer is trying to manage. Maybe is it is time to consider a program to get to grips with the project lifestyle.
I’m happy to take comments, as ever. Here or email me at [email protected] Saving Changes...
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Andrew
I do agree to you use a metaphor and comparing flying an aircraft with an airport is a good start. I personally use a different metaphor for the simple reason an airport is a part of an organisation/infrastructure and in theory is infinitive.
A project is a set of activities to meet a set of objectives and is limited in time, resources, scope and money.
A programme exists to realise a vision the objective of the program is not clear but will be shaped along the way by realising projects and define the next step/leap forward. A programme ends when the vision is realised, often when the business benefits are realised
A good metaphor to use, I think, is the difference between the space program to reach the moon and the flight of one of the Apollo’s.
The space program had a vision to have the first man on the moon, with no idea on how, when and against what costs. Each of the flights was a project with a budget a clear goal, e.g. fly around earth, fly around the moon etc etc.
Let me know what you think
Hans
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Rich LeggeProject Manager| Haemonetics Software SolutionsWoodstock, Il, United States
Metaphors can be effective depending on the audience. I agree with Hans, an airport is more infinite in nature than is the "ideal" definition of a program. The other thing people fail to recognize is that a program is a group of "related" projects. Flights at an airport aren't inherently related. I like your metaphor for a beginner audience though. To me anyway, an airport is more like a Portfolio/Dashboard. I don't know much about aviation. Perhaps a program is more akin to a group of flights required to achieve a single cause such as moving all the people (and their equipment) of a company's sales department visiting all of the companies remote locations to educate everyone about a new product launch. The Program starts when the activities start (initiating/announcing site visit schedule, identifying who is willing to travel) and the Program finishes when last flight is completed. I am not 100% convinced this metaphor works, but it does help point out that a program is not infinite or repetitive in nature.
For those that like PMBOK:
Organizations perform work to achieve a set of objectives. Generally, work can be categorizes as either projects or operations, although the two sometimes overlap. They share many of the following characteristics:
- Performed by people
- Constrained by limited resources
- Planned, executed, and controlled.
Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique
The objectives of projects and operations are fundamentally different. The projects is to attain its objective and then terminate. Operations is to sustain the business.
(Section 1.2.2 of the PMBOK - Third Edition)
