“Projects deliver outputs, programs deliver outcomes” is the new mantra.

Sorry, I must have been absent when this distinction was made as I’ve always tried to deliver ‘outcomes’ from my projects. To merely focus on delivering some ‘outputs’ and ignore the ‘outcomes’ makes a nonsense of why we do projects. It lets the project team get away with myopic thinking and ignoring the value realization dimension of a project.

So what is the difference between a project and a program?

A ‘program’ is a combination of ‘projects’ that are run as one entity because the projects are related and they cumulatively build on each other’s results to deliver more value than if they were managed separately and individually.

A ‘program’ is, therefore, an organizing construct not a different beast in terms of results.

A project should be set up to deliver one or more ‘outcomes’. For many years we have found that ‘projects’ deliver, on average, 8-16 ‘outcomes’ — desired business end states — albeit in conjunction with the business (as do programs).

When we have developed a ‘program of work’ the number of ‘outcomes’ to be delivered has, on occasions, exceed 100! Yet, each ‘project’ within that program was charged with delivering several of these outcomes (usually 8-16 again).

‘Outputs’ are generated and delivered within a project as the building blocks towards the end set of ‘outcomes’.

If this notion is allowed to go unchallenged

1. The reputation projects have for non-delivery will be further exacerbated (as the business ultimately judges projects on the basis of outcomes achieved, not outputs delivered)
2. Every worthwhile initiative will need to become a ‘program’, even when it only has one dimension (as opposed to multiple projects) and so makes the distinction worthless.

Because a program has multiple streams of concurrent work (ie projects) it requires additional Program Management activities to keep them all in alignment, stage their implementation and ensure 1+1=3 when they are delivered.

So a program is an organizing principle with associated (program) management processes designed to deliver multiple ‘outcomes’ — but these outcomes are the cumulative results of the delivery of each project’s outcomes. No more, no less.

What do you think?

How to define your desired business outcomes If you just did one thing to increase your project’s value this would be it. To work with the business and project team to define your project’s true ‘desired business outcomes’. More information