Michel ThiryPhD, PMI Fellow, Managing Partner| Valense Ltd.Littlehampton, West Sussex, United Kingdom
The question I mostly get asked when coming in for a consulting mandate is: What is the difference between a project and a program?
Over more the last 15 years I have pondered that question and believe that I am close to an answer. In the 2nd edition of my book Program Management, I discuss this issue in detail, but let me just point out the main points. There are basically 5 factors on which the distinction can be made and, for each factor, I have identified 3 levels:
A. Convergence of objectives, which measures the degree of ambiguity of the initiative: 1. Agreed: Alignment of stakeholders -predictable results 2. Negotiated: Likelihood or alignment – mostly predictable results 3. Emergent: Challenged objectives - unpredictable interactions B. Predictability of outcomes, which measures the degree of uncertainty of the initiative: 1. Likely: Data/knowledge available - direct cause-effect relationship 2. Unlikely: Data/knowledge not readily available - indirect cause-effect relationship 3. Unknowable: Unavailability of data - no cause-effect relationship C. Focus; the level at which the initiative is aimed. 1. Operational: Typically focused on production within a business unit 2. Strategic: Affects multiple business units and requires change in work processes. 3. Contextual: Spans the whole organisation involving multiple business units. D. Outcomes: span and depth of impact over different areas of the business: 1. Technical: Technical or operational deliverables 2. Structural: Results require restructuring of business areas 3. Cultural: Affects the way people work together and require behavioural changes. E. Level of change required to deliver value for the business. 1. Handover: Simple handover of product to user or client. 2. Transfer: Requires operational transfer activities. 3. Transition: Full transition process over a period of weeks or months.
Typically, each undertaking is scored from 1 to 3 on each of these 5 factors and the resulting score gives a good indication if you should consider your venture a project (5-9) or a program (10-15).
Try it and tell me how it works for you… Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Michel, this is a great scoring system.
To my understanding, a program is usually a group of RELATED Projects which when completed will end up with a unique outcome coming from each projects output.
It really depends on the case - In my field "Construction", programs are not used much. We usually do single or multiple phase projects. In other fields, each phase might be a separate projects and yet all together (The big project) makes the program.
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1 reply by Michel Thiry
Feb 06, 2016 9:12 AM
Michel Thiry
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Thank you for your comment.
I practised as an Architect and Construction Manager for more than 20 years and have worked on many programs, although we did not call then that at the time. Characteristics were multiple phases for the same client with changes of scope, based on earlier phases' results, available budget, sales, etc. Where the later phases were only outlined at the beginning of the initial project(s). In a way it was a series of sequential projects with one single objective, rather than concurrent projects.
More recently I have worked on a few programs for facilities management of large multinationals. Where the construction was the driver, but also combined with, IT, R&D, recruiting, job redefinition and more. All of which needed to be managed concurrently under a program umbrella.
Hope this helps,
Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
Very good model to identify the difference.
Generally a program management is done to share resources among the multiple related projects.
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1 reply by Michel Thiry
Feb 06, 2016 9:23 AM
Michel Thiry
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Yes, and also to achieve benefits or objectives that are beyond the project scope. This is why I have added the outcome and focus factors.
Michel ThiryPhD, PMI Fellow, Managing Partner| Valense Ltd.Littlehampton, West Sussex, United Kingdom
Feb 05, 2016 8:34 PM
Replying to Rami Kaibni
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Michel, this is a great scoring system.
To my understanding, a program is usually a group of RELATED Projects which when completed will end up with a unique outcome coming from each projects output.
It really depends on the case - In my field "Construction", programs are not used much. We usually do single or multiple phase projects. In other fields, each phase might be a separate projects and yet all together (The big project) makes the program.
Thank you for your comment.
I practised as an Architect and Construction Manager for more than 20 years and have worked on many programs, although we did not call then that at the time. Characteristics were multiple phases for the same client with changes of scope, based on earlier phases' results, available budget, sales, etc. Where the later phases were only outlined at the beginning of the initial project(s). In a way it was a series of sequential projects with one single objective, rather than concurrent projects.
More recently I have worked on a few programs for facilities management of large multinationals. Where the construction was the driver, but also combined with, IT, R&D, recruiting, job redefinition and more. All of which needed to be managed concurrently under a program umbrella.
Hope this helps,
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1 reply by Rami Kaibni
Feb 06, 2016 10:33 AM
Rami Kaibni
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Thanks Michel - Regarding Part 1 of your comment, this is exactly what Ive done for years as mentioned above so we are definitely on the same page. As for part 2, I was part of a similar program once, it was challenging and ended up with fruitful results as most of the projects under this program were going on concurrently and every project had his own PMT but all fall under the Program Management.
Saving Changes...
Michel ThiryPhD, PMI Fellow, Managing Partner| Valense Ltd.Littlehampton, West Sussex, United Kingdom
Feb 06, 2016 2:00 AM
Replying to PANKAJ KUMAR JOSHI
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Very good model to identify the difference.
Generally a program management is done to share resources among the multiple related projects.
Yes, and also to achieve benefits or objectives that are beyond the project scope. This is why I have added the outcome and focus factors. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 06, 2016 9:12 AM
Replying to Michel Thiry
...
Thank you for your comment.
I practised as an Architect and Construction Manager for more than 20 years and have worked on many programs, although we did not call then that at the time. Characteristics were multiple phases for the same client with changes of scope, based on earlier phases' results, available budget, sales, etc. Where the later phases were only outlined at the beginning of the initial project(s). In a way it was a series of sequential projects with one single objective, rather than concurrent projects.
More recently I have worked on a few programs for facilities management of large multinationals. Where the construction was the driver, but also combined with, IT, R&D, recruiting, job redefinition and more. All of which needed to be managed concurrently under a program umbrella.
Hope this helps,
Thanks Michel - Regarding Part 1 of your comment, this is exactly what Ive done for years as mentioned above so we are definitely on the same page. As for part 2, I was part of a similar program once, it was challenging and ended up with fruitful results as most of the projects under this program were going on concurrently and every project had his own PMT but all fall under the Program Management. Saving Changes...
At a very high level, as Rami Kaibani said, a program is a set of related projects. It is good you are making an effort to make the distinction subtle.
In the scale you proposed, the following dimensions that may not work with every one:
B. Predictability of outcomes, which measures the degree of uncertainty of the initiative:
D. Outcomes
The point of defining scope in projects is to make the outcome as knowable as possible.
Here the contradiction appears: How come the outcome of the whole process be uncertain or less when its parts are supposed to deliver fix outcome.
In Outcomes, you have proposed Technical, Structural and Cultural. A project may be more powerful to demand changes at cultural level, otherwise, the project may not complete. On the other hand, it is also possible that a program is successful with only making changes at technical level.
I think this part of your work may require more analysis and supporting case studies. Saving Changes...
Michel ThiryPhD, PMI Fellow, Managing Partner| Valense Ltd.Littlehampton, West Sussex, United Kingdom
Raj, These are very good questions.
Concerning your first point: "How come the outcome of the whole process be uncertain or less when its parts are supposed to deliver fix outcome." I would argue that programs are developed in stages, or cycles, and you are right, before undertaking a set of projects, the outcome should be clear. I have worked on many large organisational change programs, or even in construction where the high level goal, or strategic objective had been identified, but the specific measurable results were defined as the program progressed. In that sense, programs are agile and each stage could correspond to what is called a sprint.
Concerning your second point: you are absolutely right and that is why the scoring is not based on only one of the factors, but the combination of the 5 factors. Saving Changes...
Mustapha GireiGIS Specialist| City of Marco IslandFl, United States
A great place to learn. Saving Changes...
Cynthia ClarkProgram Manager| Dish NetworkCentennial, Co, United States
I like having a list of questions that when answered, gives you the answer to the proposed question. I am currently managing a program that implemented a new ITSM application that continues to expand its use throughout the entire organization. Some of the specific applications require a minimal handover with immediate transition, with others needing detailed documentation on how to use and multiple training sessions. So within the program each different initiative (project) could be answered differently, but when looking at in as a whole, it is definitely a program with the highest score! Saving Changes...
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