Project Portfolio Management Vs. Programme Management

Both Project Portfolio Management and Programme Management are mentioned as two common extensions of today´s project management practice. It can be confusing to understand the differences.

This article will wrap up distinctions according to existing literature and best practices, by the determination of fundamental key factors.

Project Portfolio Management

Definition

Defined, a Portfolio represents a collection of projects and/or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The Projects or Programs of the portfolio may not necessarily be interdependent or directly related. [1] Portfolio Management is defined as a dynamic decision process, which constantly update and revise active projects. [2] Thus Portfolio Management enables the organization to align the Portfolio to strategic objectives, approve only components that directly support business objectives, and consider the portfolio risk as a result of the mix of components in a Portfolio at any time. [3]

Program Management

Definition

Defined, a Program represents a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work (e.g., ongoing operations) outside the scope of the discrete projects in a Program. [4]

References

[1] Project Management Institute. The Standard for Portfolio Management: The Portfolio Management Framework. Project Management Institute, Inc, 2006.

[2] Cooper et al., 1998a, b; Griffin, 1997; Graves et al., 2000; Ringuest et al., 1999; Roussel et al., 1991

[3] Project Management Institute. The Standard for Program Management: The Relationship between Program Management and Portfolio Management. Project Management Institute, Inc, 2006.

[4] Project Management Institute. The Standard for Program Management: What is a Prgram. Project Management Institute, Inc, 2006.