Comments on: Projects and programmes – is the difference all in the mind? https://www.projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/ The latest project management news, views and project management sites from the around the world Sat, 17 May 2014 10:36:25 +0000 hourly 1 https://wordpress.org/?v=6.8.2 By: Adrian Dooley https://www.projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/comment-page-1/#comment-260 Sat, 17 May 2014 10:36:25 +0000 https://projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/#comment-260 David – There is no doubt that the complexity of stakeholder involvement is a significant issue in managing projects and programmes. However, would you necessarily call something a ‘programme’ just because it has high stakeholder complexity?

I would argue that projects can also have high stakeholder complexity and the area of complexity that has the greatest impact on whether we choose to manage something as a project or a programme is scope.

]]> By: David Freeman https://www.projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/comment-page-1/#comment-259 Fri, 16 May 2014 22:26:49 +0000 https://projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/#comment-259 The other element which I believe is an essential component is that of stakeholders. Whether it be the culture (as per the recent discussions on LinkedIn) or whether it be as functional or dysfunctional individuals it makes ones work much more complex. An example of this is a ‘simple’ project in that of a funeral. There is a methodology, scope, timeline (albeit brief and intense), cost, quality, risk, communication, procurement etc. The one variable are the stakeholders. The goal of the project will be achieved; yet the outcome may be entirely variable due to the nature of the stakeholders. On one hand they may recommend your services to all and sundry, whilst on the other hand their personal experience (often due to their interaction with stakeholders) may have the opposite effect.

]]> By: Adrian Dooley https://www.projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/comment-page-1/#comment-258 Tue, 06 May 2014 13:21:46 +0000 https://projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/#comment-258 Hi Hooman

1. I would say that if a piece of work had a single output (a simplistic example may be to build a garage next to your house) and a single benefit (putting your car in the garage means you pay less for your car insurance) then its scope is non-complex and could be run as a project. If a piece of work had multiple outputs (e.g. a company reorganisation) and multiple benefits (e.g. reduced costs, greater operational flexibility, better communications) then its scope is complex would be run as a programme.

2. I use the term ‘guides’ to refer to publications such as PRINCE2, the PMBoK, ISO21500 etc.

Adrian

]]> By: hooman Ravaghi https://www.projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/comment-page-1/#comment-257 Tue, 06 May 2014 12:46:03 +0000 https://projectaccelerator.co.uk/projects-and-programmes-is-the-difference-all-in-the-mind/#comment-257 Hi
Thank you for useful posts.
I appreciate if you give an example in this regard:
1- relationship between outputs and benefits in non complex and complex work.
2- What is the PPM guides

sincerely yours

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