Program management vs. project management

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Programs and projects are at the heart of many business endeavors. To use a metaphor, projects are like trains operated by project managers, who help pull the work of a team to achieve goals and ultimately arrive with a finished good or service.

To continue with the metaphor, a program is like a collection of trains running on different tracks, yet headed to the same station, or goal. The program manager is the station conductor,  directing the various project trains.

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What is program management?

Program management is the process of managing programs mapped to business objectives that improve organizational performance. Program managers oversee and coordinate the various projects and other strategic initiatives throughout an organization.

Program managers also help to drive organizational change by helping with agile transformations, including helping to implement DevOps practices and principles. Program managers may align program management practices and processes with agile values such as collaboration, team autonomy and empowerment, delivering value to customers, and adapting to change in the moment. A program manager can bring agile and DevOps to life for teams across large programs or individual projects by tailoring programs to the specific requirements and opportunities of the business.

Program management vs. project management

Program management is sometimes confused with project management. Project management is the process of leading a project performed by a team to achieve certain goals, such as building a new product. 

A project represents a single, focused piece of work with a specific scope and defined output. Projects can run for several years, but their main focus remains the same. A project’s success can be measured by the delivery of artifacts and deliverables that roll up to a program’s larger goals. 

Project management is the process of delivering value that incrementally moves a program forward. Despite the emphasis on artifacts and deliverables, project management still involves strategy and planning, since a project manager must determine how to meet the goals laid out at the beginning of the project. Once a project is underway, a project manager tracks progress, allocates resources, manages risks, communicates, and more. 

Program management entails managing a program with multiple, related projects. Since programs are linked to strategic initiatives, they are often long-running and possibly permanent. Programs continue through organizational change, contribute to multiple goals, and contain many projects that deliver specific components of the larger strategic initiative.


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