Distinguishing Operations from Program Related Activities

As part of supporting some PMP candidates who had the titles of program manager in their organization, there was some confusion between operations and program related activities. In general, according to the Project Management Institute (PMI), a project is temporary endeavor to deliver unique product service or result. It does not include operations. However, PMI defines a program as a group of related projects managed in a coordinated manner to obtain benefits not available from managing them individually. Since benefits are a core element of a program, benefit transition involves operations, and benefits are realized through and sustained in operations, many confuse operations to mean the program related activities. This interpretation is incorrect.

If the keywords that distinguish a project or "temporary" (timebound) and "unique" (new functionalities, improvements to existing functionality, etc.), then a program is distinguished by "related" and "benefits" with a focus on "coordinated". Since a program is composed of program components (such as sub programs and projects) that are timebound, a program is also temporary in nature. So, a program does not involve operation. However, a program focuses more on transitioning the benefits to the operations team through many methods including training and documentation. Please note that outcome is an operational state and so benefits must be transitioned to operations team. As a result, although the program itself does not manage the operations, program management focuses on the transition of benefits to the operations so that the benefits can be sustained in production by the operation team. 

So, what are program related activities? Now that we understand operations, we can appreciate why we need program related activities. As programs focus on benefits integrated from multiple outcomes from related projects, there needs to be a focus on "coordinating" the activities within the program. Hence, many activities that are not operations but are required to ensure that the benefit can be transitioned to operations come into picture. The extent of all these program related activities differs across programs, companies, and industries but the following is a good start.

1. Initiation and Prioritization of Program Components

2. Handing Escalations (Risks)

3. Handling project level interdependencies

4. Allocation of resources to Program Components

5. Program related lessons learned

6. Transition activities like Training

7. Reward and Recognition

8. Procurement at the Program Level 

What are your thoughts? Would love to hear your insights.

References

A guide to the project management body of knowledge (2017). 6th Edition. Newtown Square, PA. : Project Management Institute.

The Standard for Program Management (2013). 3rd Edition; Newtown Square, PA.: Project Management Institute.