Leading a Project vs. Leading a Program: Understanding the 5 Core Differences
If you are leading a project to build a new software feature, your success criteria are clear: deliver the feature on time, within budget, with quality. But, imagine you're managing a program to “improve customer engagement.” This is where the lines get blurry and why you will often hear stakeholders begin to use the terms "project" and "program" interchangeably.
As the leader of a project or program team, your first job is to drive clarity. To do that, you must understand the core difference between the two. So let's break down what it truly means to go from managing a single project to leading a strategic program.
1. Uncertainty: Navigating the Unknown 🧭
Projects have a clearly defined scope and end. Their risks are manageable and tied to a single outcome (i.e. a unique product, service or result). Programs, however, focus on delivering benefits and operate in a world of greater uncertainty. Because they're a collection of interdependent projects, subsidiary programs and operations, the path to achieve the program benefits evolves over time, requiring a more fluid and adaptive approach to leadership.
2. Change Management: A Flexible Approach 🤸
For a project, a change request is a formal process. The goal is to minimize changes in project scope, timelines and cost while delivering the pre-defined project outcome. In program management, change is often a natural part of the journey that is embraced rather than restricted as long as the change supports benefits achievement, even if it delays timelines. Program managers must be flexible, adjusting the course of the entire program as the business environment evolves to meet a strategic objective.
4. Perception of Success: Understanding What Truly Matters? ✨
A project is a success if it's delivered on time, within budget, with quality. At the end of a project, the value is apparent because the thing is now built. A program's success is measured by the achievement of a strategic business outcome, a goal that may not be fully realized until long after the program’s components are completed and the program is closed out. For example, a program to improve customer engagement might close after all new features are launched, but the actual benefit—the increase in customer engagement—might not be measurable for several months or even a year later as the changes take effect.
5. Governance and Leadership: The Strategic Architect 🏢
A project manager leads a team, while a program manager acts as a strategic architect. They operate at a higher level, not by giving orders, but by designing and maintaining the governance framework for all projects within the program. While a project manager executes the building plans, the program manager focuses on the strategic blueprint, ensuring all components fit together perfectly to achieve the long-term vision and desired business benefits.
By understanding these core differences, you can better equip your teams to succeed, whether they're building a new feature or transforming the entire organization. You can also tell the story of your career successes more effectively, accelerating your career growth!
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