Editing Program management (section)

=== Theoretical perspectives ===
Different perspectives exist regarding the distinctions between programs and projects.

==== Outputs vs. outcomes perspective ====
Programs deliver outcomes that reflect strategic changes, whereas projects deliver outputs that meet specific, tactical needs. In this view, program managers ensure that all constituent projects collectively achieve desired end states, while project managers focus on completing their projects effectively.<ref name=":1" />

==== Flexibility and adaptation perspective ====
Programs are more adaptable than projects, often evolving in response to changing conditions. Unlike projects, which adhere strictly to defined scopes, programs may shift priorities and allocate resources dynamically to maximize organizational benefits.<ref name=":2" /><ref name=":0" />

==== Practical implications ====
An organization’s approach to program and project management has significant implications for its operational and strategic success: 

In launching a new product line, project management would oversee specific tasks such as market research, product design, and manufacturing setup. Each of these projects would have clearly defined outputs, such as a functional prototype or a marketing campaign. 

Program management, by contrast, would ensure that all these projects align with broader organizational goals, such as increasing market share or achieving revenue growth. The program manager would address interdependencies, such as ensuring that production capabilities align with marketing timelines and sales targets.<ref name=":1" /><ref name=":0" />