Please login or join to subscribe to this thread
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.
For me, the key differentiator is that the rationale for structuring an initiative as a program is to derive sufficient incremental benefits that you wouldn't get by treating it as either one large project or a set of interdependent but independently managed projects.
However, I will say that it a grey area - a program in one organization is run as a big project in another. Mature organizations will profile their initiatives and come up with a set of criteria to clearly distinguish one from the other.
The term "mega-project" itself may be misleading... perhaps we should be calling them "mega-program".
What You Should Know About Megaprojects, and Why: An Overview
By Bent Flyvbjerg
Professor and Founding Chair of Major Programme Management
Said Business School
Please login or join to reply