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Program management and project management are sometimes confused. Both help improve organizational performance, but they are two separate processes.
A project represents unique, focused work with a specific scope and defined outcome. Projects can last several years, but their main objective remains the same. The success of a project can be measured by deliverables and value creation that incrementally advance a larger program.
Project management should always involve strategy and planning: a project manager must determine at the start of the project how to achieve the defined objectives, then, during the life of the project, the project manager monitors progress, allocates resources, manages risks, communicates, and reports to the client.
Since programs are linked to strategic initiatives, they are often long-term, and sometimes even permanent. Programs remain active throughout organizational change, contribute to multiple goals, and contain many projects that provide specific components of the larger strategic initiative.
Program managers oversee and coordinate various projects and other strategic initiatives throughout an organization. They also help drive organizational change by aligning program management practices and processes with values such as collaboration, team autonomy and empowerment, creating value for customers, and adapting to change in the moment.
In order to carry out your projects and/or programs successfully with a positive balance sheet, you must have experienced managers who know how to navigate the corporate and technological waters while avoiding all pitfalls. We know how to launch a project with a framework in which all the parameters are well defined and approved, and how to manage it until project assessment. Likewise, we know how to manage all strategic plans inherent in the program, adapting them to the daily realities of projects while keeping a clear overview of the bigger picture.