By Victor Mutonga
When a government or organization decides to launch an idea or initiative, choosing to manage such an idea as a program or a project can significantly impact its success.
This decision is more strategic than merely technical. While a project (tactical) focuses on delivering a specific outcome of the idea, within a set time and budget, the program (strategic) level aims to achieve broader and long-term goals. If your idea is substantial, complex and aims to deliver sustained benefits over an extended period, selecting the suitable approach can be the difference between success and failure.
After your strategic plan is established, sets of initiatives to fulfil the strategic plan has characteristics that can help launch these ideas properly into flight either as programs or projects to obtain maximum impact you desire.
Let’s look at this, if the initiative’s aim is to create a far-reaching impact, contains multiple related projects, requires ongoing efforts to release benefits, with cross functional stakeholders, high complexity, higher risk and requires stronger oversight and governance structures, they should be launched as programs.
Contrary, to launch an initiative as a project, certain characteristics of that idea should make it suitable for launch as a stand-alone project than a program. Typically, projects are smaller in scope, with clearly defined objectives, straight forward execution, short-to medium-term time horizons, limited complexity, independent execution, limited stakeholder involvement, low to moderate risk and minimal oversight and governance needs.
Not taking the above into consideration during launch/ideation or initiation, can result in resource misallocation, delays, cost and time overruns, and even failure. Understanding the criteria for launching those initiatives as programs or projects ensures better management, improved risk mitigation, proper oversight, and great resource allocation, ultimately leading to the desired impact or outcome.
Now think of those programs and projects that failed within your space. Conduct a program/project post-mortem.
*Victor Mutonga is a certified Program and Project Management Professional working for Debmarine Namibia. The views expressed in this article are his own. For inquiries, please contact him at vmutonga@gmail.com
