What do you do if you need to choose between Program Management and Project Management?

Consider yourself as a painter. Are you happy with only painting and leaving it in your studio? Or do you want to sell it as well? If you want to sell it, then you might have to get it framed, post an advertisement for it or display it in a gallery, each of which is a separate project on top of producing the painting itself. But all these projects serve a common goal of selling the painting and earning a living through it. If you want to just be the painter, you might be best suited for project management roles. But if you see the bigger pictures, connect the dots and envision the right way of managing multiple projects with common goal, you are best suited for a program management role!

Worked in both roles The challenge in PROGRAM Managemet is to align a strategy with multiple projects at the same time dealing with multiple stakeholders conveyancing them even in difficult time. Project Manager is to deal with single team and client having common goals. If you have strategic mind and able to shift dependencies from one project to another project in timely manner and go for PROGRAM Management If you person focused to one objective at a time and willing to complete and deliver as committed then go for Project Management.

When choosing between program management and project management, consider your interests, skills, career goals, and the nature of each role. Here's a summary to help you decide: - Program management is for those interested in strategic oversight and managing multiple projects with organizational goals in mind. - Project management is ideal for those who want to execute specific projects on time and within budget. Consider your skills and aspirations, as well as the impact and work environment of each role. Seek advice from experienced mentors and peers, and gain exposure to both fields through short-term projects or shadowing. Ultimately, your decision should align with your long-term career goals and what fulfills you the most.

A program comprises interconnected projects united by a shared vision, objective, and advantages. Conversely, a project is a temporary and distinctive undertaking with defined parameters such as start and end dates, scope, budget, and deliverables. Program managers supervise the synchronization and alignment of multiple projects, prioritizing strategic outcomes and value creation. On the other hand, project managers concentrate on executing and delivering individual projects, ensuring adherence to tactical details and quality standards. Understanding these differences is crucial for effective organizational management and the successful completion of initiatives. it depends on the opportunity and the contribution required on either side.

it is very fond of mine. earlier I handled multiple projects simultaneously in power projects with different EPC contractors at different locations from initiation to project commissioning &HOTO as core project team members and EIC (ENGINEERING IN- CHARGE). Program manager having KPI continuous improvement plans that one project effectively implemented could apply to all the other projects whereas project management in paw one project integration and goal that project manager's jurisdiction. i.e. one to improve the communication plan for changes noted in design across the project team effectively and apply the same to all the project jurisdictions of the program manager whereas process was implemented effectively in one, project management

A program being an overarching initiative for a no. of similar projects gives an holistic view of: a. Benefits b. Risks c. Issues d. Resourcing e. Budget It also helps align all deliverables with organization strategies which gives a better direction to all change initiatives in an org.

En effet, la gestion de programme permet aux organisations de mieux s'aligner sur les objectifs stratégiques, de gérer les interdépendances des projets, d'améliorer la gestion des ressources et plus encore. La gestion de programme est le processus de gestion de programme mis en correspondance avec des objectifs métier qui améliorent les performances organisationnelles. Les responsables de programme supervisent et coordonnent les différents projets et autres initiatives stratégiques au sein d'une organisation.

Good program management works based on tranches of capabilities that are delivered based on the most optimum sequence, dependencies and business benefits and priorities. It looks at the organisation strategy being addressed, the delivery mechanism for change (in the form of projects, etc. ) and the supporting business technical BAU processes to effect a successful transition.

Programs can ease the detection of risks and help the organization save an important part of the budget. All in all, one of the most useful uses of a program is to find synergies between the different projects.

Program manager servers strategic purpose for Organization. It helps in delivering/serving organization goals and it's benefits. These are quite complex in nature. On other hand project serves specific purpose which may be aligned with organization's goal or may not be aligned . You need to choose wisely which one to choose based on job, purpose and based on ones skill levels.

There are number of challenges that a program may come across since it has a much wider scope as compared to a project: 1) Dependency management 2) Coordination and collaboration between project teams 3) Conflicts with respect to resource requirements 4) Business dynamics necessitating fine tuning 5) Free flow of information via appropriate communication channels ...

The most difficult part of managing a program is not to lose the view on the big picture. All the projects will have their own necessities, issues and risks; however, the program must be above all the projects, providing the guidance and tools needed in every moment.

Certaines difficultés sont plus fréquentes que d'autres dans la gestion de programme par exemple en termes de portée, de budget, de communication et bien plus encore. Lorsque la portée d'un programme et les exigences changent, le budget change également. Les chefs de programme doivent planifier leur budget avec précision et veiller à ce que les programmes respectent le budget. La gestion du budget peut donc constituer un défi majeur.

The capabilities to deliver based on limited budget, constraints and dependencies pose a challenge when stakeholders are demanding results.

It depends on the nature, scope, and complexity of your initiatives, the organizational structure and culture, as well as your personal preferences and career goals. To help you decide which role is more suitable for you, you need to ask if you prefer to work on a single project or multiple projects, if you enjoy focusing on details or outcomes, if you have the skills and knowledge to manage interdependencies, if you have the leadership and vision to align projects with strategic objectives or execute a project according to requirements, and if you have the opportunity and support to pursue program or project management in your organization?

Are you a micro or a micro person? Have you managed complex multi-tier multi-stakeholder projects? Have you worked at a commissioning or strategic level? Is the ‘Why’ you are doing something as important if not more than the ‘What’? Then it’s time to move to programme. Also, don’t bother with MSP as it teaches you nothing about how to manage programmes, it’s just an arcane memory and comprehension test.

However similar, project and program management aren't the same. So, when choosing between the two disciplines, one should think deeply about both skills and passions. If you are more detailed oriented and you thrive in a structured and well-known environment, then project management might be for you. If you are more outcome oriented and building structure and processes in a chaotic environment motivates you, then program management might be more suited. Eventually, you should also think about the future and what carrier path you would like to build, project and program management tend to lead to different venues.

Know YOURSELF, and by that I mean ask yourself questions around what works better for you regarding what you can work with. PgMs deal in the world of ambiguity, uncertainty and wooliness (yes that's a word ;-)). Can you handle that or will it really challenge you? Can you accommodate Senior Stakeholders who have a very high level view of what the future should look like but it not necessarily be the same as other Senior Stakeholders (think C-Suite). If you can work in a environment where things are not nailed down and set in stone then you may be able to survive in PgM management world. There is nothing wrong if you prefer to work in an environment where things are clearly defined, more structured and have shorter timescales.

"In project and program management, Prescription Before Diagnosis is Malpractice." A mechanic does not restrict himself to a screwdriver and pliers to fix a car. He has other tools at his disposal. Before attempting a fix, he analyzes and assesses the problem. Then he selects and uses the tool most likely to meet the goal, given the specific constraints. Similarly, in management, we are more likely to succeed if we focus on the environment and the short- and long-term objectives of our initiatives before choosing the approach. We need to adapt the tool to the problem, not the other way around. Do you concur?

If given a chance between two, I would personally choose program management, as it gives you insight about multiple projects, and it makes you more lean towards different approaches, as what may work for a project will not work for a different type of project, hence you become more flexible, constantly evaluating your options!!

Les équipes de programme/projet qui optent pour la structure Scrum gagnent en agilité et en flexibilité. Elle contribue à renforcer la collaboration au sein des équipes et les aide à atteindre leurs objectifs plus efficacement. L'approche Scrum est avant tout un framework, un cadre de travail. Elle améliore la performance de l'équipe programme en offrant une structure qui favorise aussi bien l'efficacité que le travail collaboratif.