it has to do with the circumstance of the organization. Regardless of prefix "Mega", Mega project is a project. Some phases of this project is so huge that can be a project itself. The program has its meaning as you know. The way, budget and circumstance the organization wants to lead the project matters. Saving Changes...
A mega project normally has one major point of delivery. My experience of major oil and gas projects is an example. The goal of the mega project, which has many sub components such as, drilling, platform, pipelines, subsea equipment; is the production of oil and gas. A programme normally have multiple deliveries, e.g. the opening of a series of retail outlets - there may be common items across the programme but different locations and timings for opening. Saving Changes...
Here is the link to the article by Bent Flyvbjerg: https://arxiv.org/ftp/arxiv/papers/1409/1409.0003.pdf What You Should Know About Megaprojects, and Why: An Overview
By Bent Flyvbjerg
Professor and Founding Chair of Major Programme Management
Said Business School
The PMBOK Guide v6 throws some clarity on this.
However, in my experience, have noted that programs tend to have a deeper interaction with the functional departments (BAU) - as compared to projects. This is irrespective of the value of the project.
A program lifecycle is distinctly different from a project lifecycle - though many elements - like stakeholder management, risk management etc are performed in both - albeit with a different intensity Saving Changes...
"A program is defined as a group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.
Programs are not large projects. A very large project may be referred to as a megaproject. As a guideline, megaprojects cost US$1billion or more, affect 1 million or more people, and run for years."
This statement is as per Guide to PMBOK 6th edition.
Thanks Kiron, those are very useful links.
1 reply by Vincent Guerard
Jan 09, 2018 2:08 PM
The statement is interesting but fall short of explaining the why. "Programs are not large projects" is an affirmation that is not explain.
I was on a megaproject, the way it was manage was much closer to a Program with many PM affected to 7 blocs that is close to a program. The benefit could not have been realized in a series of independent projects.
Reading the PMBOK statement doesn't clarify de distinction.