Programs and projects differ in key ways. Programs are coordinated groups of related projects that are managed together to achieve benefits not available by managing projects individually. They typically span multiple organizational units. Projects are temporary endeavors to create unique products or services, are usually confined to a single organizational unit, and have defined start and end dates. Programs measure outcomes and benefits, while projects measure outputs and deliverables. Success is gauged by effectiveness for programs and efficiency for projects.

1. Discussant:
Evelyn Gabatin Acosta
MPA Student
Josefina B. Bitonio, DPA
Professor

2. PROGRAM
- “group of related projects managed in a coordinated way to obtain benefits
and control not available from managing them individually. (The Standard for
Program Management—Second edition; PMI, 2008b, p. 312).
- “a portfolio of projects and activities that are coordinated and managed as
a unit such that they achieve outcomes and realize benefits” (Office of
Government Commerce, 2003, p. 126).
PROJECT
- temporary endeavor undertaken to create a unique product, service or
result.” (PMBOK® Guide—Fourth edition:PMI, 2008a, p. 434)

3. Programs Projects
SUCCESS INDICATOR/
MEASUREMENT
Outcome (benefits) Output (deliverables)
CONCERN EFFECTIVENESS (Strategic)
“doing the right things”.
EFFICIENCY (Tactic)
– “doing things right”.
PLAYERS
Programs will typically span
multiple functional units within an
organization.
Projects are typically confined
to a single functional unit
(vertical unit) within an
organization.
EXECUTION PERIOD Longer shorter

4.  A project is a set of interdependent tasks that have a common goal. Projects have the
following characteristics:

5. initiating phase
Assessment of project
idea then prioritize
Data gathering, processing and
analysis for essential purpose

7. “Project Thinking Tool”
process helps guide the
planning of a journey
from where we are now,
HERE, to where we want
to go, THERE. I

8. -Who do we need to involve?
-Why do we need to involve them?
-What are their requirements and
expectations?

9.  Primary stakeholders.
(Often the WHY or target
population of a project.)
 Secondary stakeholders.
(Often the HOW of reaching
the Primary Stakeholders.

10. Situation Analysis Problem Tree Analysis
Root Cause Analysis /
Fishbone Analysis

11. 1. Develop objectives:
What then are the objectives of the projects to
transform the problem into its desirable
condition?
2. Choosing between options
What options can we undertake with less
resources needed but yielding same
output/outcome?

12. - Define the Impact or Goal;
- Define the purpose or Outcome,
- Describing the outputs;
- defining the activities;
- test the logical framework;

13. 5. What may stop us from
getting there?
6. How will we know if we’ve
got there?
7. Work and resource planning;
What do we need to get there?

15. BENEFITS LIMITATIONS
It may be a rapid response to disasters like
floods, war outbreak because there is limited
time and chance to consult the beneficiaries.
It can be effective in providing important
services like education, health, water, roads
etc.
It can contribute to wider national or
international objectives and goals and therefore
potentially be part of a wider benefit
 Does not help in modifying strongly
established ideas and beliefs of people.
 Assumes external individuals know better
than the beneficiaries of the service.
 Communities have little say in planning
process rendering approach devoid of human
resource development.
 Community develops dependency syndrome
on outside assistance and does not exploit
their own potential.

16. BENEFITS LIMITATIONS
 Interveners accomplish more with limited
resources since people tend to safeguard what they
have provided for themselves.
 Develops people’s capacity to identify problems and
needs and to seek possible solutions to them.
 Provides opportunities of educating people.
 Helps people to work as a team and develop a “WE”
attitude makes project progressive and
sustainable.
 Resources are effectively managed; dependence
reduces, there is increased equity, initiative,
accountability, financial and economic discipline.
 Not always effective for projects that require
urgency to implement
 Time consuming and requires patience and
tolerance.
 People sometimes dislike approach because
they do not want to take responsibility for action.
 The agency using this approach is never in
control and cannot guarantee the results it would
want.
 The priorities of communities may not fit with
national or international priorities that seek to
have a broader impact

17.  Weaver, P. (2010). Understanding Programs and Projects
 https://expertprogrammanagement.com/2009/05/difference-between-projects-and-
programs/
 https://standardsfacility.org/sites/default/files/EIF_HandbookProjectDesign_Feb-
12.pdf
 https://studylib.net/doc/9678965/project-identification