Difference Between Project Manager and Program Manager
As project management continues to evolve, new roles and positions have emerged to better handle complex and large-scale projects. Two such roles are Program managers and Project managers. While there are similarities between these two roles, there is also difference between project manager and program manager. You may better understand the difference if you first look at the differences between projects and programs, which require similar management styles but have different overall objectives. Thus, the program manager vs project manager dynamic is in place.
Understanding the Difference between Project and Program
A project is a singular effect focused on a concept or product, while a program consists of several projects that fall under the same department. Running a program is far more complicated than overseeing a single project, which means that different skill sets and objectives apply when it comes to managing the overall effort.
To put it another way, “a project is a temporary effort with a singular goal, while a program is several projects grouped together because of their general similarities.”
Example of a Program
A marketing campaign may be considered a program that promotes several different projects, including traditional media, promotions, social media, public relations, and more, as seen in various project management industries.
What is Program Manager?
This is the leader of a department or section that oversees several projects that fall along the same general lines. So, someone who is head of marketing for a company would be a program manager running the different projects that fall under the advertising campaigns. Their job would be to define and initial the projects necessary to reach a specific goal for an overall program. They choose the leaders of each project, focus on the overall strategy, and ensure that the projects are completed by the deadline.
What is Project Manager?
A project manager runs the individual project under the program manager. They help set up, initiate, budget the time and resources needed to complete the project on time. They also delegate tasks within the project to different people. If a program manager is a ‘General’, then the role of project manager is a Captain or Major leading a smaller force within the larger organization.
What is Program Management?
Programs are groups of related projects managed using the same techniques in a coordinated fashion. When projects are managed collectively as programs, it’s possible to capitalize on benefits that wouldn’t be achievable if they were managed separately. As you can imagine, it is often more economical to group projects together to help streamline management, staffing, purchasing, and other work.
Program Management Examples
Program management may be elaborated further with the following example.
Program Management Example: Building Construction
Building a new shopping mall is a program. Many sub-projects exist underneath this program management, such as excavation, construction, interior design, store placement, marketing, facilities management, etc. Each of the sub-projects is really a project unto itself. Each sub-project has its own project manager, who reports to a project manager with responsibility over several of the areas, who in turn reports to the head project manager, who is responsible for the entire program. All the projects are related and are managed together so that collective benefits are realized, and controls are implemented and managed in a coordinated fashion.
The following are some examples of programs, which help you understand what is program management?
Example of a Program: Construction Company
A construction firm has programs for building single-family homes, apartment buildings, and office buildings. Each house, apartment building, and office building is a separate project for a specific sponsor, but each type of building is part of a program. There would be several benefits to managing these projects under one program. For example, for single-family homes, the program manager could try to get planning approvals for all the houses at once, advertise them together, and purchase common materials in bulk to earn discounts.
Example of a Program: Clothing Firm
A clothing firm has a program to analyze customer-buying patterns. Projects under this program might include one to send out and analyze electronic surveys, one to conduct several focus groups in different geographic locations with different types of buyers, and a project to develop an information system to help collect and analyze current customers’ buying patterns.
Example of a Program: Government Agency
A government agency has a program for children’s services, which includes a project to provide prenatal care for expectant mothers, a project to immunize newborns and young children, and a project for developmental testing for preschool children, to name a few.
Program Manager VS Project Manager
Let us examine their 23 work-specific roles to see the key difference between project manager and program manager. Although these two major roles share basic similarities in terms of overall leadership and organizational style, they also have considerable differences.
| PROJECT MANAGER | PROGRAM MANAGER | |
| Scope and Objectives | Focuses on concluding the project within the designated timeline and budget. | Concentrates on realizing strategic business outcomes and objectives. |
| Time Frame | Operates within a set timeframe, with a clear start and finish. | Manages programs that may be continuous and can take years to complete. |
| Plan Execution | Develops and ensures successful execution of the project plan. | Oversee all programs within the project and execute strategies that are aligned with organizational goals. |
| Budget Management | Manages resources within the project and controls costs to maximize project efficiency. | Manages the program budget and allocates resources across all projects. |
| Strategic Communication | Ensures project-related communication. | Ensures strategic communication across various projects. |
| Team Size | Typically directs smaller, project-specific teams. | Oversees larger and possibly cross-functional teams, including multiple project managers. |
| Issues | Tackles issues within the confines of their project. | Handles issues on a more holistic level, considering the entire program. |
| Stakeholder Management | Stakeholder engagement is specific to their project. | Engages with broader stakeholders across all projects within the program. |
| Strategic Planning | Focuses on planning for the success of individual projects. | Aligns multiple projects under a unified strategic vision of the organization. |
| Resource Allocation | Allocates resources within their project alone. | Allocates resources across the program to ensure project interdependencies are aptly managed. |
| Risk Management | Addresses risks pertinent to their project. | Assesses and mitigates risks that could impact the entire program. |
| Inter-Project Coordination | Ensures effective coordination within project activities. | Promotes coordination among various projects, managing potential conflicts. |
| Stakeholder Communication | Communicates detailed project updates to stakeholders. | Communicates strategically, focusing on the program’s progress and direction. |
| Benefit Realization | Aims to achieve the project’s specific intended outcomes. | Guarantees that the program at large is aligned with organizational goals. |
| Quality Assurance | Ensures that project deliverables meet the set quality standards. | Monitors quality across all projects, ensuring alignment with strategic objectives. |
| Change Management | Manages changes strictly within the project scope. | Oversees program-level changes that may have broad impacts across multiple projects. |
| Team Size | Manages a small-sized team. | Managers of programs have far more employees under their watch. |
| Budget | Managers of projects have smaller budgets for their work. | The budget for the program manager is larger and specific for each individual project. |
| Placement | Depending on the company size, they may be on a mid-managerial level | Program managers are more advanced in the organization. |
| Flexibility | There is a given deadline for the given project. | Programs often change considerably over time, and projects, when completed, will end. |
| Completion | Projects will end. | Programs usually never end. |
| Contact | Managers of projects work directly with their staff. | The program manager works more indirectly. |
| Size | Project Manager responsibilities are limited to a single project. | Program managers carry far larger responsibilities compared to projects. |
Program Manager VS Project Manager Salary
When considering the roles of Program Manager VS Project Manager, one notable distinction arises in their respective salaries.
Program Manager Salary Outlook
- Senior Program Manager: $132,000 per year.
- Technical Program Manager: $120,000 per year.
- Program Management Office (PMO) Manager: $110,000 per year.
- Strategic Program Manager: $108,000 per year.
Project Managers Salary Outlook
- Construction Project Manager: $95,000 per year.
- IT Project Manager: $88,000 per year.
- Marketing Project Manager: $81,000 per year.
- Healthcare Project Manager: $98,000 per year.
How to Become a Successful Program Manager?
Becoming a Program Manager involves several steps, and each of these steps contributes to developing the required skill set for the role successful project manager:
- Earn a Technical Degree.
- Gain Work Experience.
- Obtain Certification.
- Develop Leadership Skills.
- Stay Updated with Industry trends.
Conclusion
The basic concepts apply to both project and program management styles. The differences are mostly based on scope since projects are smaller, single-focused work while programs are larger, ongoing efforts. Considering program manager vs project manager, the differences are subtle but profound in terms of the overall size, scope, and responsibilities required for the positions. Professionals study online project management courses and masters in project management programs to develop skills and expertise in program and project management. These programs are offered online by AIMS’ project management academy. Many who rise to the program management level started their careers in charge of smaller projects, so it is no surprise that many use some of the same techniques in their approach.