The difference between projects and programs has been ignored or confused by many people for too long. A project is chartered to create a specified “deliverable” as efficiently a… See more

Every project or program has four basic dimensions: 1. Its inherent size, usually measured in terms of value; 2. The degree of technical difficulty in creating the output; 3. The complexity of the rel… See more

Determining if the work to be undertaken is a project or a program is important because it will determine what management approach to use. Attempting to manage a program as a … See more

A key challenge facing project and program management professionals is managing the expectation of senior managers. Unrealistic expectations are unlikely to be realized, and … See more

From the above discussions, it should be apparent that program management is not a natural extension of project management; for most project managers it is a career change. Program managers are part of the organization'… See more

One of the more established ways of describing projects is a typology that maps the interaction of uncertainty and technical difficulty (Figure 1). Managi… See more

In many respects, the management of projects and programs appears similar. Both are selected via the portfolio management processes on the basis that they support or enable on… See more

Effective value management is a key part of effective program management and requires an understanding of what is valuable to the organization. To realize a benefit, the outcomes from the program need to support a strategic … See more

Programs are not merely big projects, they are different! The key difference is in the focus of the management effort; project management is focused on creating a deliverable as efficiently a… See more