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...
Michel ThiryPhD, PMI Fellow, Managing Partner| Valense Ltd.Littlehampton, West Sussex, United Kingdom
Cynthia, thanks for your comment. You are right, you have to look at this tool as a measure of the whole, not each individual part. Also the score is a a balance between different elements, it is the combined score that gives you the answer, not the individual factors. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
Let me read some more and comment, what I've read so far seams very interesting. Saving Changes...
STEVE BOEDECKERUnemployed Project Manager| FutureVision ProductionsVernon, Nj, United States
I was wondering if there is a thread or should one be created regarding this post and I am wondering for learning reasons, can Program vs. Project management be compared using the NY-NJ Tappen Zee Bridge ? Saving Changes...
I will give it a try and see how it works Saving Changes...
Scott SaleProgram Manager| KindredLouisville, Ky, United States
This is interesting ranking model and approach to quantifying and qualifying a charter into an project or programme.
Working through your model and using past charters I can see this quantification working with an exception.
In IT ERP or CRM projects they have characteristics that will typically put them in the programme category.
Additional thought is an item I will use to qualify a project/programme is the level and type of management involved. Was that part of your consideration when putting together this model?
