As a case in point, instead of focusing on an individual project, they consider how a series of products build their company’s brand. Program managers have a big-picture outlook. Typically, program managers also negotiate contracts with clients.īased on the information that project managers report to them, program managers assess the performance and benefits of a program to a company’s overall goals relative to the organization’s investment. For instance, they’ll eliminate unnecessary tasks and perhaps introduce project management software that improves efficiency. To that end, they identify practices that’ll best serve the project and strategize ways to streamline organizational processes. However, instead of laying out the details of a single project, these road maps chart the details of multiple projects.Īlthough they don’t directly oversee individual projects, program managers are responsible for their success. ![]() They develop road maps that sketch out schedules and budgets, and they anticipate dependencies that create roadblocks. Program managers envision how to support the long-term growth of an organization when planning a program. This involves identifying and overseeing a host of projects structured to achieve the program’s goals. They then devise strategies to realize the defined program objectives. Program managers define programs and their objectives, measuring how those objectives will affect their organization. Successful project managers deliver cost-effective, quality products or services that move company programs forward. They then pass this information, along with the tracking of schedules, budgets, risks, and the use of resources, to program managers. For example, if they discover an inadequate network infrastructure is slowing down their team’s progress, they’ll seek ways to fix the problem.Īdditionally, project managers track the contributions of their projects relative to their costs. They also lead their team members through the execution of each project stage.Īs projects progress, project managers monitor and help resolve any bottlenecks to avoid delays. Project managers organize the resources needed to accomplish project tasks and ensure that all work sticks to program guidelines. Well-planned road maps coordinate the various skill sets of team members, so they serve cross-functional purposes. They begin by drawing a project “road map” that details project tasks and the time frames in which team members will complete them. Project managers direct specific, incremental projects in a program. Through their collaboration, both types of managers help ensure that projects support the goals of organizational programs. The success of any project or program depends on the skills and knowledge of capable project and program managers. This will require several projects, such as a project to migrate the company’s accounting work to a digitized system and a project to develop a digitized inventory tracking system. Programs are made up of coordinated projects designed to reach a business objective and create a meaningful benefit to an organization.įor instance, an organization wanting to improve its efficiency may start a program to digitize its processes. They build off one another to achieve the long-term and ongoing goals or objectives of a specific program. ![]() However, projects fit into a larger picture. ![]() Projects involve short-term tasks that focus on producing specific deliverables, such as a product or a service. The Relationship Between Projects and Programs The job responsibilities of program and project managers are similar, but they present different challenges. Project Manager: Roles and Responsibilities LSU Online offers several online Bachelor of Business Administration degrees that cultivate foundational knowledge of key business disciplines, preparing graduates to pursue careers as program managers or project managers. In the end, the coordinated efforts of program managers and project managers come together in the business equivalent of a blockbuster movie-a successful program. Project managers, by contrast, take the short view, focusing on carrying out specific activities that drive a program forward. Program managers take the long view of a company initiative, planning how to implement an overarching vision. Project managers, on the other hand, are like the film crew that carries out all the myriad tasks-camerawork, lighting, set design-that go into making a movie. What’s the difference between a program manager and a project manager? Think of a program manager as a movie director, overseeing the development of a feature film from well before shouting, “Action!” until the final credits roll.
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