Editing Program management (section)

=== Key differences ===

==== Outputs vs. outcomes ====
Projects are designed to produce well-defined outputs. These outputs are discrete, measurable deliverables that contribute to a specific goal, such as constructing a new facility, implementing an IT solution, or launching a marketing campaign. These efforts are generally confined to meeting precise objectives that are critical to the organization's immediate needs.<ref name=":1">{{Cite web |last=Asana |title=Program Manager vs Project Manager: Roles Explained [2024] • Asana |url=https://asana.com/resources/program-manager-vs-project-manager |access-date=2024-11-26 |website=Asana |language=en}}</ref><ref name=":2">{{Cite web |date=2015-06-19 |title=Programme and project management tools and techniques {{!}} Department of Finance |url=https://www.finance-ni.gov.uk/articles/programme-and-project-management-tools-and-techniques |access-date=2024-11-26 |website=www.finance-ni.gov.uk |language=en}}</ref>

Programs, by contrast, manage the interdependencies between multiple projects to deliver broader organizational outcomes. For instance, while a project might deliver a new hospital building, a program integrates this infrastructure with initiatives such as staff recruitment, training, and community outreach to enhance overall healthcare accessibility. This broader focus ensures that the strategic benefits extend beyond the sum of individual project outputs.<ref name=":1" /><ref name=":0" />

==== Scope and duration ====
The finite nature of projects is a defining characteristic. Each project operates within a fixed timeline and budget, with a clear start and end point. The deliverables of a project are specific, and its success is often measured by the extent to which it achieves its defined scope.<ref name=":0" />

In contrast, programs are ongoing and adaptive. Programs encompass a series of related projects, evolving over time in response to organizational goals, external factors, and changing priorities. Programs often operate within an extended timeline, allowing for adjustments that maximize their strategic impact. For example, a corporate sustainability program might continuously add projects addressing renewable energy use or carbon footprint reduction.<ref name=":1" /><ref name=":2" />

'''Management focus'''

Project Managers are primarily concerned with the successful execution of their specific projects. Their focus is on delivering outputs that meet predefined standards of scope, cost, and quality. They oversee the project lifecycle from initiation through to completion, emphasizing efficiency, adherence to schedule, and budgetary constraints.<ref name=":0" />

Program Managers, in contrast, take on a broader and more strategic role. They ensure that all projects under a program are aligned with organizational objectives and complement each other. Program managers must also address risks, resource allocation, and stakeholder expectations at a macro level. Their role involves monitoring the interdependencies between projects and adjusting optimize outcomes.<ref name=":1" />

==== Measurements of success ====
In project management, success is assessed based on the delivery of outputs that meet specified criteria. A project is deemed successful if it achieves its objectives within the agreed time, budget, and scope. For example, a project to develop a new software application would be considered successful if the application functions as intended and is delivered on schedule. 

Program management, on the other hand, evaluates success based on long-term strategic benefits and overall organizational impact. A program encompassing projects to reduce operating costs, for instance, would measure success by the extent to which these cost savings contribute to improved financial performance over time.<ref name=":0" /><ref name=":2" />