It is possible to arrive at the destination only when the course of movement is correctly set, and all participants know where and why they are going. Project and program are categories of Western management, where increased attention is paid to competent planning. How to understand the difference between them and what do the differences affect?
What is a project and program
- Project– an interconnected set of activities and processes, the main goal of which is the implementation of a large-scale task. Its main attributes are deadlines, resources, and mission. The implementation of the project can be calculated quantitatively, as well as qualitatively (the set goals are achieved or failed).
- Program– a group of projects united by a common goal, management, resources, mission. Their result is a qualitative change in state caused by the implementation of planned tasks. The healthcare development program involves the implementation of a number of projects: building hospitals, conducting research, training staff and much more.
Difference between project and program
So, the most important difference between these concepts is their scale. A program is several projects united by one goal. It is measured not quantitatively, but qualitatively and involves a change in state. The deadlines for project implementation, as a rule, are strictly defined, and their postponement will inevitably affect the implementation of the program.
There are also differences in the complexity of implementing the assigned tasks. The implementation of the project seems simpler, since for success it is enough to achieve goals by a certain period of time. The program is just a hypothesis (the fight against alcoholism or drug addiction), which must be confirmed in practice. Interconnected projects and their successful implementation do not always lead to a change in state, and the result may be completely unpredictable.
The difference between a project and a program is as follows:
- Scope of the concept. A program is a broader concept that includes a set of projects.
- Duration. The time frame for implementing the program is broad, the time frame for the project is specific and measurable.
- Result. The project is implemented when the planned activities are completed by the specified date. The result of the program is a change in state, an impact on the situation. Thus, even its partial implementation may be successful, and the resulting effect may exceed all expectations.
- Complexity. Implementing a program is more difficult than executing a project, since all the tasks involved need to be coordinated.
It is possible to arrive at the destination only when the course of movement is correctly set, and all participants know where and why they are going. Project and program are categories of Western management, where increased attention is paid to competent planning. How to understand the difference between them and what do the differences affect?
Definition
Project– an interconnected set of activities and processes, the main goal of which is the implementation of a large-scale task. Its main attributes are deadlines, resources, and mission. The implementation of the project can be calculated quantitatively, as well as qualitatively (the set goals are achieved or failed).
Program– a group of projects united by a common goal, management, resources, mission. Their result is a qualitative change in state caused by the implementation of planned tasks. The healthcare development program involves the implementation of a number of projects: building hospitals, conducting research, training staff and much more.
Comparison
So, the most important difference between these concepts is their scale. A program is several projects united by one goal. It is measured not quantitatively, but qualitatively and involves a change in state. The deadlines for project implementation, as a rule, are strictly defined, and their postponement will inevitably affect the implementation of the program.
There are also differences in the complexity of implementing the assigned tasks. The implementation of the project seems simpler, since for success it is enough to achieve goals by a certain period of time. The program is just a hypothesis (the fight against alcoholism or drug addiction), which must be confirmed in practice. Interconnected projects and their successful implementation do not always lead to a change in state, and the result may be completely unpredictable.
Conclusions website
- Scope of the concept. A program is a broader concept that includes a set of projects.
- Duration. The time frame for implementing the program is broad, the time frame for the project is specific and measurable.
- Result. The project is implemented when the planned activities are completed by the specified date. The result of the program is a change in state, an impact on the situation. Thus, even its partial implementation may be successful, and the resulting effect may exceed all expectations.
- Complexity. Implementing a program is more difficult than executing a project, since all the tasks involved need to be coordinated.
Program– within the framework of project management, this is a sequence of interconnected projects, managing which it becomes possible to centrally coordinate them in order to achieve a degree of controllability and benefits that is not available when managing projects separately.
Some programs may include elements of work related to these programs, but at the same time lying outside the scope of the projects of this program. A project may or may not be included in a program, while a program always contains projects.
The centralized and coordinated management of multiple projects to achieve the company's strategic goals and program benefits is defined as program management. Through the achievement of common goals and common functionality, projects should be interconnected in the program. Projects that are connected only by the presence of a common client, technology or resource should be regarded as a portfolio of projects.
In program management, it is necessary to focus on the dependencies between projects and the formation of an optimal management approach. The following approaches are used for this:
- resource restrictions are lifted and/or the program manager seeks to resolve conflicts that affect some projects within the system
- the organizational/strategic direction is being agreed upon, focused on the goals and objectives of the project and program
- within general structure management of the program manager, issues are resolved and change management is carried out
Program management in the classical sense comes from the management of large programs of the US defense complex (the area of aerospace development - NASA - American National Aeronautics and Space Administration). An experienced manager is appointed to manage the program; in parallel with this appointment, managers are appointed for each project included in this program. Combining interrelated projects into programs is ultimately useful because it becomes possible to manage all resources of the program’s projects, consolidate data from all projects, develop common approaches, redistribute funding between projects, etc.
Similarities and differences between programs and projects
In some cases, programs do not have their own life cycle, because consist of several projects, each of which has its own life cycle. Programs differ from projects in their longer duration and can have an unlimited duration, because Some program projects are being completed and some are being added. As for the program manager, this is a long-term position, unlike the project manager. Projects within programs and operations within projects are in some cases related to each other in three ways:
- Through the result of the operation. The end result of a particular activity is the input to another activity in the same or related project.
- Through a common unit of resources. A resource assigned to a specific job will not be able to move on to the next job on that project or a related project until the current job is completed.
- Through the rate of expenditure of common resources. Projects become dependent on each other when the consumption of some resources exceeds the capabilities of the common pool because... shared resources are ultimately limited.
The difference between a program and a project A program is a description of a model of future activity in one or more areas, designed to achieve certain results in the future. Project – is a description of a specific situation that needs to be improved, the most down-to-earth, specific and feasible form.
Basic requirements for the project LIMITED (in terms of time, goals and objectives, results, etc.) means that the project contains: stages and specific deadlines for their implementation; clear and measurable objectives; specific and measurable results; work plans and schedules; the specific quantity and quality of resources required to implement the project.
Basic requirements for the project INTEGRITY – the general meaning of the project is obvious and clear, each part corresponds to the overall plan and intended result CONSISTENCY AND CONNECTION – the logic of constructing parts that correlate and justify each other. Goals and objectives directly follow from the problem posed. The budget is based on a description of resources and is combined with a plan.
The main requirements for the project are OBJECTIVITY AND VALIDITY - evidence that the idea of the project, the approach to solving the problem did not appear randomly, but are a consequence of the authors’ work to understand the situation and assess the possibilities of influencing it. COMPETENCE OF AUTHORS AND STAFF – an expression of the authors’ awareness of the problems, means and possibilities of solving the issue. Personnel proficiency in technologies, mechanisms, forms and methods of project implementation.
The main sections of the project text The name of the project (should be catchy, brief, expressing the main idea of the content, a decoding of the name can be given). Organization - performer (name, address, phone number, details). Project manager (full name, position, place of work, address, phone number, titles). Geography (territory where the project will be implemented, coordinates of participants). Deadlines for completion. Executing institution/organization - additional information is indicated that proves the competence of the performers, the type of activity of the applicants, the presence of achievements in the field of project activities, etc.
The main sections of the project text STATEMENT OF THE PROBLEM (introduction) - the relevance of the project is determined by the significance of the problem, the solution of which the project is intended to contribute to. Relevance and novelty compared to analogues. Whose interests are affected? Its scale and what can happen if the problem does not find a solution. Analytical understanding: the problem must be presented in quantitative and qualitative terms.
The “Problem Statement” section is well written if: It reveals the need to complete the project; It describes the circumstances that prompted the writing of the project; The problem looks significant for the territory, for society as a whole; The contractor is competent enough to implement the project; The scope of the project is reasonable; it does not attempt to solve all the world's problems at once; The project is supported by statistical and analytical data, links to experts; The problem is framed from the point of view of whose needs the project serves, and not from the point of view of the “convenience” of the implementer; There are no unfounded statements, a minimum of scientific and special terms; written briefly and interestingly; A clearly defined way to solve the problem
The goal of the project is a conscious presentation of the results of the project. You can achieve results if you clearly know what exactly you want to achieve. Basic requirements for goal formulation: 1).achievability within the framework of this project; 2).provision of the final result of the project; 3).compliance of competence and preparedness with the financial, economic, material, technical, and organizational conditions of project implementation.
Project Objectives A project objective is a specific part of a goal (item) to be accomplished, or an action you take to achieve a project goal. When formulating tasks, it is better to avoid imperfective verbs (promote, support, strengthen; and use the words: prepare, reduce, increase, organize, prepare. When formulating tasks, it is recommended to use the international SMART criterion (specificity, calculability, territoriality, reality, certainty in time)
The “Goals and Objectives” section is successfully written if: Describes the expected results of the project that can be assessed; The goal is the overall result of the project, and the tasks are intermediate; It is clear from the section what changes will occur in the social situation; For each problem formulated in the previous part, there is at least one clear task; Goals are in principle achievable and results measurable; The authors do not confuse setting goals and objectives with methods for solving them; The language is clear and precise, there are no unnecessary, unnecessary explanations or references.
Content and mechanism for project implementation The main component of design is the choice of content, forms and methods of activity for project implementation. Assumes enough detailed description in what directions, how, when, in what sequence, what and how will be done to obtain the desired results. You can’t act on the principle of “throw everything in a heap”!
Control characteristics for the section “Content and mechanism for project implementation” Clarity of structuring the project into parts and vision of their interrelations; An accessible description of the main activities and reasons for choosing these particular forms of work; From the section it is clear how, with whom, when and where the project will take place/implementation; Naturalness of the logical chain: problem – goal – task – method; There is no extra “water”, i.e. unnecessary descriptions, applications and other burdens of the text.
Planning is the most important part of the implementation mechanism. The plan must be consistent and convincing, and the composition of those responsible, performers, and means is clear. The plan's activities are logically connected, and the reasons for choosing these particular forms are clear. The plan is being fleshed out in various ways, including graphical form, for example: p/n Action Deadlines Responsible Resources Results Results Actual performers 1. 2.
Project performance assessments Quantitative indicators Demand for the project, public coverage, number of specific cases: shares, events, etc. Indicators of social development of the individual Dynamics of the level of personal development: did not know how - learned, did not know - learned, etc., quality of socially creative products activities (crafts, drawings, hikes, events), etc. Indicators social adaptation individuals Reducing the risk of asocial phenomena, increasing the level of activity, etc. Indicators of public opinion Popularity of the project, response in the media, etc. Technological indicators Clarity and efficiency of management, organizational culture of participants, level of organization in general and individual events Economic indicators Correlation of costs with social -pedagogical effect, attraction of additional material and technical resources
Financial justification for the project (the main focus should be on) How much total funds are needed to implement the project; What funds are available to the project organizers; What is the material and technical base; What additional sources of funding can be found (charitable donations, sponsorship contributions, income from legally permitted activities, volunteer work, etc.); For what purposes will the funds collected for the implementation of the project be spent? The project budget should be “three-column”, where the first column indicates the funds available to the applicant, the second - the requested funds, and the third - the total amount of expenses. RULE: the ratio between available and requested amounts for the project must be 50% to 50%
