Imagine being asked to oversee a major initiative at work, only to realise you’re managing not just one but several interconnected projects, each with its challenges. Suddenly, the line between “Project Manager” and “Program Manager” becomes blurry.

I remember grappling with this early in my career. Back then, I thought the Program Manager was simply the more senior role—someone who told Project Managers what to do. Over time, however, I realised it’s much more nuanced. Different organisations define these roles in various ways, often creating unnecessary confusion.

This mix-up is not just an inconvenience; it’s a costly oversight for many organisations, leading to inefficiencies, missed opportunities, and frustrations. In this article, I’ll explore the critical differences between these roles, why it’s vital to distinguish them, and how to avoid the pitfalls that can derail even the most experienced teams.

A Common Problem Across Industries

When I posted a brief explanation of the differences between Program Managers and Project Managers on LinkedIn, I was floored by the response. The post went viral, amassing nearly a million views. It became clear that this issue is widespread, cutting across industries and leaving many professionals scratching their heads.

Why the Confusion?

The confusion often stems from overlapping terminology and vague job descriptions. Many organisations treat ‘Program Manager’ and ‘Project Manager’ as interchangeable titles, assuming the roles demand the same skills. But while there’s some overlap, the focus and responsibilities differ significantly.

The Project Management Institute (PMI) defines a project as “a temporary endeavour undertaken to create a unique product, service, or result,” while a program is “a group of related projects managed in a coordinated manner to obtain benefits not available from managing them individually.”

The distinction boils down to this:

Projects deliver outputs.

Programs deliver outcomes.

A Personal Example

Years ago, I worked on a large-scale program that centralised a company’s servers in a new head office. This program included several projects, such as:

Office Design: Planning and constructing the new building.

Marketing: Creating promotional content to announce the move.

Server Consolidation: Reducing the server footprint across old locations.

Each project was valuable, but the full benefit emerged only when these projects were completed together. A new office without marketing meant no one would know about it, and server upgrades without centralisation wouldn’t achieve the desired efficiency. The program’s success depended on coordinating these interconnected projects to deliver a unified outcome.

Why It Matters for People Leaders

I recently received a message that struck a chord:
“Where do you start when a people leader is asked to manage projects or programs without formal training? After 20 years with the company, I’ve been thrown into a role I’m not equipped for.”

This scenario is all too common. Without understanding the differences between project and program management, even experienced professionals can feel out of their depth.

The Key Responsibilities

Project Managers focus on:

Delivering specific outputs.

Managing timelines, budgets, and risks.

Ensuring tasks are completed as planned.

Program Managers, on the other hand:

Align projects with strategic objectives.

Manage interdependencies between projects.

Focus on long-term outcomes and sustainability.

It’s not just a difference in scale—it’s a completely different mindset.

The Risks of Getting It Wrong

Hiring a Project Manager when you need a Program Manager—or vice versa—can have serious consequences:

Misaligned projects.

Missed strategic goals.

Increased costs due to corrective actions.

Getting It Right

To ensure success, organisations must:

  • Clearly define the roles of Project and Program Managers.
  • Hire based on experience and the specific needs of the initiative.
  • Align team members’ understanding of terminology and expectations.

For those new to program management, consider offering pathways for Project Managers to transition into more strategic roles. The distinction is subtle yet powerful; understanding it can make or break your initiative’s success.

What’s Your Perspective?

Have you encountered challenges distinguishing between Project and Program Managers in your organisation? Share your experiences—I’d love to hear them.

If you’re seeking guidance on anything you’ve read, reach out today. Together, we can chart a course towards success. Get in touch with our team today to enquire further at www.agilemanagementoffice.com/contact