Project manager and program manager

Smartsheet Contributor Kate Eby. A program manager guides and oversees a program, which may include several projects and areas of work within an organization. Watch the demo to see how you can more effectively manage your team, projects, and processes with real-time work management in Smartsheet. Watch a free demo. The main role of a program manager is to coordinate related projects that make up a program. In some organizations, the program manager may oversee and be part of the program management office PMO.

We are searching data for your request:

Project manager and program manager

Content:

• What is the difference between a program manager and a project manager?
• What Is The Difference Between a Project and a Program?
• Agile Program Manager
• ${agpData.bannerText}
• What Is a Program Manager vs. a Project Manager?
• The difference between a project and a programme
• Express Interest for Careers in Project and Program Management
• Project/Program/Product Management--Non-Tech
• Becoming a Project Manager – A Complete Guide for 2022
• Technical Project Management Guide | How to Become a Technical Project Manager (Step-by-Step)

What is the difference between a program manager and a project manager?

Program management or programme management is the process of managing several related projects , often with the intention of improving an organization's performance. In practice and in its aims, program management is often closely related to systems engineering , industrial engineering , change management , and business transformation. In the defense sector, it is the dominant approach to managing very large projects. Because major defense programs entail working with contractors, it is often called acquisition management, indicating that the government buyer acquires goods and services by means of contractors.

The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project-level activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts.

However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable. Many programs focus on delivering a capability to change, and are normally designed to deliver the organisation's strategy or business transformation.

Program management also emphasizes the coordinating and prioritizing of resources across projects, managing links between the projects and the overall costs and risks of the program.

According to one source, "a Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed.

An alternative source the UK Office of Government Commerce uses the following definition, "a programme is a temporary flexible organisation structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to an organisations strategic objectives. A programme is likely to have a life that spans several years. The different spellings are relevant Program is the US spelling and Programme is the UK spelling : they reflect different philosophies.

The US approach is focused on internal controls and delivery of complex projects, and has grown out of the project industry. The UK approach is more focused on the achievement of all aspects of a strategic objective, and has grown out of the strategic change industry.

This leads to inherent differences in the approach. There is no suggestion that either approach is right or wrong, in fact, they are complementary in many ways. Program management may provide a layer above the management of projects and focuses on selecting the best group of projects, defining them in terms of their objectives and providing an environment where projects can be run successfully.

Program managers should not micromanage, but should leave project management to the project managers. However, program management might need to deal with interdependencies, conflicts and resource or knowledge sharing among the projects it manages.

In public sector work in Europe , the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization. An alternative to the Office of Government Commerce's methodology for program management is that of the private sector Project Management Institute. Many organizations only run one program at a time, a program containing all their projects.

In Project Management Institute terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to deliver a range of improvements. Some organizations use the concept of Systems Engineering where others use program management.

There are the two different views of how programs differ from projects. In one view, projects deliver outputs, discrete parcels or "chunks" of change; [4] programs create outcomes. By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology.

The other view [6] is that a program is nothing more than either a large project or a set or portfolio of projects. In this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The program manager, on the other hand, is concerned with the aggregate outcome s or end-state result s of the collection of projects in a particular program.

For example, in a financial institution a program may include one project that is designed to take advantage of a rising market and another that is designed to protect against the downside of a falling market. The former seeks to leverage the potential upside; the latter to limit the possible downside. This highly pressurized aerosol product injects a leak sealant into a punctured tire to stop the outflow of air project A and concurrently re-inflates the tire project B , resulting together in the outcome that is a tire that is once again functional the program comprised projects A and B.

According to the view that programs deliver outcomes but projects deliver outputs, program management is concerned with doing the right projects. The program manager has been described as 'playing chess' and keeping the overview in mind, with the pieces to be used or sacrificed being the projects.

And also according to this view, successful projects deliver on time, to budget and to specification, whereas successful programs deliver long term improvements to an organization. Improvements are usually identified through benefits. An organization should select the group of programs that most take it towards its strategic aims while remaining within its capacity to deliver the changes.

On the other hand, the view that programs are simply large projects or a set of projects allows that a program may need to deliver tangible benefits quickly. According to one source, the key difference between a program and a project is the finite nature of a project [9] - a project must always have a specific end date, else it is an ongoing program. Another view and another successful way of managing does not see any of the factors listed above as distinguishing projects from programs, but rather sees the program as being about portfolio management.

On this view, program management is about selecting projects, adjusting the speed at which they run, and adjusting their scope, in order to the maximize the value of the portfolio as a whole, and as economic or other external conditions change.

Still, some emphasize that whereas a portfolio consists of independent projects, a program is a collection of interdependent projects, adding a dimension of complexity to the management task. Yet another view is that a program management is nothing more than a large, complex project, where the integration aspect of project management is more important than in smaller projects. Integration management is a key feature of the Project Management Institute 's approach to project management.

Yet again, some accept there is a distinction related to interdependencies between the elements of a project and a program. In this view, a program is a comparably loosely coupled system, whereas large, complex projects are tightly coupled. This difference makes the project program a more ambiguous task to manage, with more uncertainty, reflecting a higher degree of freedom and a management task more open to exploit opportunities as they arise or the program management becomes aware of them. In practice, it is not clear that there is a clear-cut distinction.

Projects or programs vary from small and simple to large and complex; what needs to be a managed as a program in one culture or organization may be managed as a project in another.

From Wikipedia, the free encyclopedia. Process of managing several related projects. For the Microsoft Windows application, see Program Manager. This article has multiple issues. Please help improve it or discuss these issues on the talk page.

Learn how and when to remove these template messages. This article is written like a personal reflection, personal essay, or argumentative essay that states a Wikipedia editor's personal feelings or presents an original argument about a topic. Please help improve it by rewriting it in an encyclopedic style. March Learn how and when to remove this template message. This article needs additional citations for verification.

Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. This article appears to contain a large number of buzzwords. There might be a discussion about this on the talk page. Please help improve this article if you can. July This section needs additional citations for verification. June Learn how and when to remove this template message. Project Management Institute. Nokes, Sebastian. Project Laneways.

Retrieved 1 June Accessed Oct ISBN Gower Handbook of Programme Management. The Stationery Office. Outline of business management Index of management articles.

Accounting Office Records. Conflict Crisis Stress. Interim Middle Senior. Decision-making Forecasting Leadership. Peter Drucker Eliyahu M. Goldratt Oliver E. Administration Collaboration Corporate governance Executive compensation Management consulting Management control Management cybernetics Management development Management fad Management system Managerial economics Managerial psychology Managerialism Organization development Organizational behavior management Pointy-haired Boss Williamson's model of managerial discretion.

Systems science portal. Categories : Project management. Hidden categories: Articles with short description Short description matches Wikidata Use American English from July All Wikipedia articles written in American English Use dmy dates from July Wikipedia articles with style issues from March All articles with style issues Articles needing additional references from March All articles needing additional references Wikipedia articles containing buzzwords from July Articles with multiple maintenance issues Articles needing additional references from June Namespaces Article Talk.

Views Read Edit View history. Help Learn to edit Community portal Recent changes Upload file. Download as PDF Printable version.

What Is The Difference Between a Project and a Program?

Many believe a programme is simply a larger, longer version of a project. Despite the similarities, they are actually quite different. Briefly, a project is a specific, single task that delivers a tangible output, while a programme is a collection of related projects. The project manager ensures the project delivers the intended goal, within a defined timeframe and budget.

Agile Program Manager

Project management is one of the most sought-after skills in the market today. According to a study by the Project Management Institute PMI , there is a growing demand for project management professionals in the US, with , new job openings every year. If you are looking to pursue a career in project management, two of the most common paths are those of a project coordinator and project manager. While both positions may seem synonymous, they are different in their roles and responsibilities, required skills, and earning potential. This post will take an in-depth look at these two careers to help you decide the best fit for you and your professional goals. The responsibilities of a project manager are broader than those of a project coordinator. A project manager is accountable for an entire project and its successful completion, whereas a project coordinator is responsible for certain aspects. The education and experience required to become a project coordinator are much less than that of a project manager. To transition from a project coordinator to a project manager, you need to develop your soft skills, earn relevant certifications, gain work experience, and apply for project management jobs.

${agpData.bannerText}

Do you see yourself as an individual who can efficiently manage several projects at once? Do you also have the ability to oversee the purpose and status of each project? Becoming a Programme Manager requires precision, attention to detail and the ability to multi-task projects and people efficiently. Not to be confused with Project Manager, a programme manager is someone who can coordinate multiple projects at once using a structured and balanced process.

What Is a Program Manager vs. a Project Manager?

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. Program management is the process of managing programs mapped to business objectives that improve organizational performance.

The difference between a project and a programme

I believe her comparison perfectly encapsulates an important similarity between product and project management. Much like a product line is a grouping of individual products, a program is a collection of projects. And you need someone to own each — the totality and the individual. The program manager focuses on how many efforts are tracking against goals like company growth, while the project manager oversees the delivery of an actual body of work. The distinction may seem subtle, but there are clear and important differences between the two. The program manager oversees the entire initiative. They are ultimately responsible for the success of all the interconnected projects within that program. The project manager oversees only one or sometimes a few of these efforts.

Express Interest for Careers in Project and Program Management

You can arrive at your destination only when the course is correctly set, and all participants know where and why they are going. The project and the program are management categories, where special attention is paid to competent planning. How to understand the difference between them, and what do these differences affect? The most important difference between these concepts is their scale.

Project/Program/Product Management--Non-Tech

The occupation code you requested, In the future, please use Plan, initiate, and manage information technology IT projects. Lead and guide the work of technical staff. Serve as liaison between business and technical aspects of projects. Plan project stages and assess business implications for each stage.

Becoming a Project Manager – A Complete Guide for 2022

Get started in the high-growth field of project management with a professional certificate developed by Google. Discover how to manage projects efficiently and effectively, using traditional and agile methods. Learn the foundations of project management and get the job-ready skills you need to kick-start your career in a fast-growing field. Whether at a small company or a large enterprise organization, project managers are responsible for planning, organizing and running projects so they can be delivered on time and on budget. This fully online program provides the skills you need for an entry-level job in project management, with no relevant experience required.

Technical Project Management Guide | How to Become a Technical Project Manager (Step-by-Step)

Are you a natural-born leader? Do you possess excellent communication skills and love to problem-solve? Then you could have a bright future as a program manager!