What Are The Differences Between a Project and a

Program: A Comparative Study

Are you struggling to distinguish between the concepts of “project” and
“program” in your organization?
Confusion surrounding these terms can lead to inefficient management and
hinder the successful implementation of your strategic goals.
Don’t worry, we’ve got you covered!
In this article, we will clearly define projects and programs, highlighting their
unique characteristics and revealing how each plays a crucial role in
achieving organizational objectives.
Stay tuned to uncover the critical aspects of these two concepts and learn
how a deeper understanding of them can significantly improve decision-
making and execution.
Table of contents
 Why is it important to understand the difference between projects and
programs?
 What is the project?
 What is the program?
 Core differences between projects and programs: from theory to
practice
 Use cases of projects and programs in action
 Who are the key team members in projects and programs?
 What is the difference between project and program managers?
 Roles of a project manager and a program manager
 Project and program managers’ key skills and competencies
 Essential project and program management toolkits
 How learning the differences between projects and programs leads to
better results
 FAQ (Frequently Asked Questions)
Why is it important to understand the difference between projects
and programs?
Unclear distinctions between projects and programs can negatively impact
an organization’s performance. By uncovering these differences, you can
transform your approach to managing initiatives:

[1]
  Custom management: distinguishing projects and programs helps
adopt suitable management approaches for each.
 Resource optimization: understanding the differences aids efficient
resource allocation.
 Risk management: differentiating improves risk management
strategies.
 Stakeholder engagement: recognizing the distinction helps develop
tailored communication and engagement plans.
 Performance evaluation: differentiating is vital for setting
appropriate performance measurement criteria.
Understanding the difference between projects and programs is crucial. So,
let’s delve into their fundamental characteristics, starting with the nature
and scope of a project.
What is the project?
Understanding the basic concept of a project will help you better grasp its
role in the context of project management and differentiate it from a
program. A project can be defined in various ways:
 The Project Management Institute (PMI) defines a project “as a
temporary effort to create value through unique products, services,
and processes.”
 The Association for Project Management defines a project “as a unique,
transient endeavor undertaken to achieve planned objectives, which
could be defined in terms of outputs, outcomes, or benefits.”
A project aims to achieve specific objectives within a defined timeline,
budget, and scope.
The purpose of a project can vary depending on the nature of the project and
the goals it aims to achieve. However, some common purposes of a project
include the following:

Diagram about how the purpose of project can vary according to its goals

[2]
Let’s explore the key characteristics of a project to provide a solid foundation
for comparison with programs.
 Temporality: projects have a predetermined start and end date. The
project duration can vary, ranging from a few weeks to several years,
depending on the complexity and scope of the work involved.
 Unique deliverables: every project aims to create a unique output,
such as a product, service, or result.
 Defined scope: the project scope serves as a roadmap, guiding the
team’s efforts to complete all the necessary work. Scope management
is essential for controlling costs, avoiding scope creep, and ensuring
the project remains on track to achieve its goals.
 Limited resources: projects operate within certain constraints, such
as budget, time, and personnel.
 Progressive elaboration: this concept refers to refining the project’s
details and plans as more information becomes available.
 Risk and uncertainty: projects inherently involve a degree of risk and
uncertainty due to their unique and temporary nature.
Now that we have a clear understanding of what constitutes a project and its
unique features, it’s time to explore its counterpart, the program.
What is the program?
Understanding what a program helps you distinguish it from a project and
recognize its importance in program management. It can be defined in
various ways:
 The Project Management Institute (PMI) defines a program “as a group
of related projects managed in a coordinated manner to obtain benefits
not available from managing them individually.”
 The Association for Project Management defines a program “as a
unique and transient strategic endeavor undertaken to achieve a
beneficial change and incorporating a group of related projects and
business-as-usual activities.”
The purpose of a program is to create value by achieving benefits that are
not available when managing individual projects separately. The purpose can
vary depending on the nature of the initiative and the goals it aims to
achieve.

However, some common purposes of a program include the following:

[3]
Diagram about how the purpose of program can vary according to its goals
Let’s discuss the fundamental attributes of a program to enable a
comprehensive understanding and comparison with projects.
 Strategic alignment: programs are designed to deliver benefits and
create value beyond the sum of their projects.
 Coordination and integration: program managers oversee multiple
projects, ensuring that they are effectively aligned and integrated and
that resources are efficiently shared and allocated across projects.
 Long-term focus: unlike projects, programs often have a more
extended duration, sometimes several years.
 Governance and oversight: programs typically require establishing a
program management office (PMO) or a similar structure responsible
for providing guidance, support, and coordination to the program’s
projects.
Having established the fundamental characteristics of both projects and
programs, we can now delve deeper into their core differences.
Core differences between projects and programs: from theory to
practice
Struggling to achieve strategic goals? Understanding the practical
differences between projects and programs could be the key to success.
Let’s explore them, both in theory and practice.
Core differences Projects Programs
Scope Projects typically have Programs have a
a narrow and defined broader and more
scope, focusing on complex scope,
specific deliverables. encompassing multiple
related projects and
initiatives.
Timeframe Projects are usually Programs are long-term
short-term and and ongoing, with an
temporary, with a indefinite duration.

[4]
 defined start and end
date.
Objectives Projects have specific Programs have
and measurable strategic and
objectives that are overarching objectives
often focused on that are focused on
delivering tangible achieving long-term
outcomes. benefits.
Management and Projects are often Programs require a
organization managed hierarchically, more collaborative and
with clear lines of integrated approach
authority and involving multiple
responsibility. stakeholders and
teams.
Risk and change Projects often deal with Programs take a
management risk and change in a proactive and strategic
reactive manner. approach to risk and
change management,
anticipating and
mitigating potential
issues before they
arise.
Benefits and Projects are focused on Programs are focused
outcomes delivering immediate on delivering long-term,
and tangible benefits. intangible benefits that
may be more difficult to
measure.
Governance Projects generally Programs often require
demand a lower level of a higher level of
governance and governance and
oversight as they oversight as they
involve individual tasks involve multiple
and a smaller group of projects and
stakeholders focused stakeholders.
on achieving specific
goals and deliverables.
Funding Projects typically Programs often require
necessitate smaller and larger and more
more focused funding complex funding
arrangements as they arrangements, which
involve single, well- may involve multiple
defined tasks and projects and initiatives
deliverables with with varying timelines
specific timelines and and objectives. This can
objectives. involve securing
funding from multiple
[5]
 sources, such as
internal budgets,
external grants, or
partnerships with other
organizations.
Stakeholder Projects typically Programs often involve
management involve a narrower a wider range of
range of stakeholders stakeholders with
with more specific diverse needs and
needs and interests, interests, making
simplifying stakeholder stakeholder
management. This can management more
include working with a complex. This can
limited set of internal include engaging with
and external internal and external
stakeholders, aligning stakeholders, managing
stakeholder stakeholder
expectations, and expectations, and
ensuring effective ensuring effective
communication within a communication across
single team focused on multiple teams and
accomplishing a well- projects.
defined objective.
Benefits realization Projects usually focus Programs often focus
on delivering specific on benefits realization,
outcomes or typically designed to
deliverables as they are achieve long-term
designed to accomplish strategic objectives.
short-term, well-defined This can involve
goals. This can involve establishing a benefits
creating a project plan, realization plan,
monitoring progress tracking progress
toward the completion toward specific
of tasks, and ensuring benefits, and ensuring
that the intended that benefits are
deliverables are realized throughout the
produced within the program.
established timeframe
and constraints.

Now that we have discussed the key differences between projects and
programs from both theoretical and practical perspectives, it’s time to
examine real-world examples of how these differences come into play.
Use cases of projects and programs in action

[6]
Let’s explore real-world use cases from various industries to understand the
practical applications of projects and programs to achieve their strategic
goals and deliver value.
 Software development: initiatives involve designing and developing
software solutions such as custom applications, web and mobile apps,
and automation.
Project Program
A software company initiates a The software company creates a
project to develop a new feature for program to develop a suite of new
its existing product. The project products and features targeting a
aims to design, code, test, and specific market segment. The
launch the feature within a specified program manager coordinates
timeframe and budget. The project multiple projects, such as product
manager oversees the development development, marketing campaigns,
process, ensuring timely completion and customer support initiatives, to
and delivery of the feature. ensure that they align with the
company’s strategic vision and
contribute to the program’s overall
success.

 Construction industry: initiatives involve the planning, designing,

and constructing of buildings and infrastructure like hospitals, office
buildings, and roads.
Project Program
A construction firm is tasked with The construction firm establishes a
building a residential complex. The program to develop multiple
project manager oversees the residential complexes in different
construction process, including locations. The program manager
managing resources, timelines, coordinates the various construction
budgets, and quality control, to projects, ensuring that they adhere
ensure the complex is built to the company’s strategic goals,
according to the client’s share resources efficiently, and
requirements and specifications. achieve consistent quality
standards.

 Non-profit organizations: initiatives involve achieving a particular

mission or goal, such as improving education or addressing social and
environmental issues, through developing programs and initiatives,
fundraising events, and awareness strategies.
Project Program
A non-profit organization starts a The non-profit organization

[7]
project to provide clean water establishes a program to improve
solutions to a specific community. living conditions in underprivileged
The project manager is responsible communities across the world. The
for coordinating the installation of program manager oversees multiple
water systems, raising funds, and projects, including clean water
engaging with stakeholders to initiatives, healthcare support, and
ensure the project’s success. education programs, to ensure they
align with the organization’s mission
and deliver meaningful benefits.

Having explored the use cases that showcase projects and programs in
action, it is clear that the roles and responsibilities of team members are
pivotal in both scenarios.
In the next section, we will delve into the different team members involved in
projects and programs, highlighting their unique functions and contributions
to the successful execution of each type of initiative.
Who are the key team members in projects and programs?
Projects and programs require a diverse range of team members who
contribute their skills, knowledge, and expertise to achieve specific
objectives:
 The program manager is responsible for overseeing the program and
ensuring that its individual projects are aligned with the overall
program objectives. The project manager oversees the project and
ensures it is completed within the defined timeline, budget, and scope.
 The project team comprises individuals who work on the project and
are responsible for completing specific tasks and deliverables. The
team can include employees from various departments within the
organization or external contractors.
 Stakeholders are individuals or groups interested in the project and
its outcomes. They can include customers, suppliers, investors,
government agencies, or other parties affected by the project.
 Sponsors are individuals or groups that provide the funding or
resources necessary to support the project. They are typically senior
leaders within the organization or external investors.
 Subject matter experts are individuals with specialized knowledge
or skills that are required for the project. They can include engineers,
designers, IT specialists, or other professionals with specific expertise.
 Customers are individuals or organizations that will use the product or
service that is being developed by the project. They can provide

[8]
 feedback and input throughout the project to ensure that the end
product meets their needs.
 Regulators are government agencies or other organizations
overseeing the project to ensure it complies with relevant laws,
regulations, and standards.
After understanding the various team members involved in projects and
programs, it’s important to consider the key leadership roles that drive these
initiatives forward.
What is the difference between project and program managers?
Both project and program managers play a vital role in driving initiatives
forward; however, their responsibilities and skill sets differ significantly.
In this section, we will dive into their core distinctions, highlighting their
unique roles and responsibilities and how each contributes to the
organization’s strategic goals.
Roles of a project manager and a program manager
There are significant differences between project managers and program
managers that are worth exploring.
The role of a project manager is to plan, execute, and deliver a specific
project within a defined timeframe, budget, and scope. In contrast, a
program manager manages a group of related projects and initiatives
designed to achieve strategic objectives.
Understanding the responsibilities and skills required to grasp the
distinctions between these two roles is essential. In the following table, we
present a comprehensive comparison of project managers and program
managers.
Attribute Project Manager Program Manager
Focus Task-oriented, manages Strategy-oriented,
individual tasks and oversees multiple
deliverables related projects
Objectives Achieve specific project Realize long-term
goals and deliverables strategic benefits and
value
Scope Limited to a single Covers multiple
project projects within the
program
Timeframe Short-term, defined Long-term, may span
start and end dates several years
Stakeholders Smaller groups with Wider range with

[9]
 specific needs and diverse needs and
interests interests
Decision-making More tactical, focused More strategic, focused
on project-level on program-level
decisions decisions
Risk management Manages project- Manages risks at the
specific risks program level
Performance metrics Monitors project Tracks benefits
schedule, budget, and realization and
quality strategic alignment
Resource Allocates resources for Allocates resources
management a specific project across multiple projects
Communication Facilitates Ensures communication
communication within in various project
the project team teams

Having explored the distinct roles of project and program managers, it’s
crucial to delve deeper into the skills and competencies that enable them to
excel in their respective positions.
Project and program managers’ key skills and competencies
Effective project and program management require a range of skills and
competencies.
While they may vary depending on the project or program, there are some
common skills and competencies that are essential for success:

Project and program managers require strong leadership, communication,

and organizational skills as well as the ability to adapt to changing
circumstances and priorities.

[10]
They must also be able to manage and motivate teams and work effectively
with stakeholders at all levels of the organization.

Now that we’ve discussed the key skills and competencies required for
project and program managers, it’s essential to consider the tools that
support and enhance their abilities.

Essential project and program management toolkits

While common tools are used across project and program management,
each domain also employs unique tools tailored to its specific needs.

Let’s explore the key tools with examples, exploring the differences between
the two fields.

Type of tools Project Program

Planning tools Project managers Program managers use
utilize tools like Gantt
tools like roadmaps,
charts, work breakdown strategic alignment
structures (WBS), and matrices, and benefits
project schedules to realization plans to
plan and visualize ensure that the
tasks, deadlines, and program’s initiatives
dependencies. They align with the
can use project organization’s strategic
charters to fix the objectives and deliver
project details. long-term value.
Task and resource Project managers use Program managers use
management tools task lists, Kanban tools like resource
boards, and resource allocation matrices,
leveling charts to capacity planning
manage tasks, charts, and program-
resources, and level Kanban boards to
deadlines. manage resources and
tasks across multiple
projects.
Collaboration and Project managers rely Program managers
communication tools on project management choose the same tools.
software, file-sharing However, program
platforms, and managers require
communication tools. additional features like
cross-project
communication,
integrated program-
level dashboards, and
consolidated reporting

[11]
 to coordinate and
communicate across
multiple project teams.
Risk management Project managers use Program managers
tools risk assessment leverage tools like
matrices, risk registers, program risk registers,
and issue-tracking scenario analysis, and
systems to manage risk heat maps to
project-specific risks. manage risks at the
program level.
Performance Project managers Program managers
monitoring and employ tools like utilize tools like
reporting tools project status reports, program status reports,
earned value benefits realization
management systems, tracking, and program-
and KPI dashboards to level KPI dashboards to
monitor project monitor and report on
performance. the performance of
multiple projects and
their alignment with
strategic objectives.

By understanding and utilizing the right combination of tools, project

managers can efficiently navigate the complexities of their respective
domains, leading to better decision-making and overall performance.
Furthermore, with PPM Express, project and program managers can easily
access and manage planning, task and resource management, collaboration
and communication, risk management, and performance monitoring tools in
one place.
The platform’s robust features and capabilities fulfill both project and
program management needs, allowing organizations to optimize resource
allocation, enhance decision-making, manage risks effectively, and achieve
strategic alignment across their initiatives.
How learning the differences between projects and programs leads
to better results
‘Project’ and ‘program’ are frequently used interchangeably, yet they
represent distinct initiatives that demand different management approaches.
Recognizing their differences is vital for effective management as it allows
managers to allocate resources, establish clear objectives, and measure
success properly.

[12]
Furthermore, a powerful project and program management platform can
enhance your organization’s performance. And here, PPM Express comes into
play.
PPM Express provides organizations with the tools and insights necessary to
manage both projects and programs effectively:
 Centralizing project and program information: consolidate all
data in one accessible dashboard.
 Improving collaboration and communication: facilitate seamless
communication across teams.
 Enhancing visibility and reporting: monitor performance and make
data-driven decisions.
 Streamlining workflows and processes: optimize project and
program execution for better results.
 Managing risks effectively: identify, assess, and mitigate risks.
Unlock the potential of your projects and programs and drive long-term value
for your organization. Experience the benefits of effective project and
program management by trying PPM Express for free today.
FAQ (Frequently Asked Questions)
What is the main difference between a project and a program?
A project is a temporary endeavor with a defined beginning and end to
produce a unique product, service, or result. On the other hand, a program is
a collection of related projects and subprograms managed in a coordinated
manner to achieve strategic objectives and benefits that could not be
realized if managed separately.
Can a project become a program, and vice versa?
Yes, a project can evolve into a program if its scope expands to include
multiple related projects, all working towards a common strategic goal.
Conversely, a program can be divided into individual projects if the strategic
objectives can be better achieved through separate, focused initiatives.
How do project and program management differ?
Project management focuses on the planning, execution, and control of
individual projects, while the program manager oversees the coordination
and alignment of multiple projects and sub-programs to ensure they work
together effectively to achieve strategic objectives.
What are some examples of project and program management
tools?

[13]
Project managers often use tools like Gantt charts, work breakdown
structures (WBS), and task lists, while program managers may utilize
roadmaps, strategic alignment matrices, and benefits realization plans. Both
roles rely on collaboration and communication tools such as project
management software, file-sharing platforms, and communication tools.
Are project and program managers interchangeable?
Although both roles require strong leadership and management skills, project
and program managers have distinct responsibilities and skill sets. Project
managers focus on delivering specific outcomes within a defined timeframe,
while program managers oversee the alignment of multiple projects to
achieve strategic goals and long-term benefits. Matching the right person
with the appropriate role is essential based on their experience and
expertise.
Why is it important to differentiate between projects and programs?
Differentiating between projects and programs helps organizations align their
initiatives with strategic objectives, optimize resource allocation, enhance
decision-making, manage risks effectively, address stakeholder needs, and
establish streamlined governance structures. Understanding the differences
between the two ensures that the right management approach is applied to
each initiative for optimal result.

Posted on 12.04.2023 by PPM Express Corporation ® 2025

[14]