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Domain
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Level
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Comparative Responsibilities
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Contextual Environment |
Project
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Objectives driven; tactical, predictable, reliable, performance-based tools and techniques; time limited. Target is product completion; awareness of stakeholder involvement.
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Program
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Overall program goals driven; generally complex and uncertain; requires flexibility and responsive, learning-based approach; time is indefinite. Target is overall program progress; cultivation of stakeholder support.
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Portfolio
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Corporate vision and strategy driven; tools to identify, select, prioritize, balance, and initiate the right mix of projects; effectively a part of permanent corporate management. Target is realizing benefits; coordination of stakeholder commitment.
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Governance |
Project
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"Rules of engagement" set by Program Management Office, if present. If not then by Project Portfolio Management Office, if present. If not then by corporate policies and procedures.
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Program
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"Rules of engagement" set by Project Portfolio Management Office, if present. If not then by corporate policies and procedures.
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Portfolio
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"Rules of engagement" set by corporate policies and procedures, consistent with corporate vision, strategies and culture.
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Executive
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"Rules of engagement" set by Board of Directors and related corporate stakeholders.
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Management |
Project
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Business-like agreements; authority-based directive style; conflict resolution; single purpose and rational decision-making; activity authorization. Focus is on project objectives. Style: authoritarian.
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Program
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Exploratory change for the better – providing vision and leadership; management of powerful stakeholders, including sponsor engagement; intuitive decision-making. Focus is on program goals. Style: facilitation.
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Portfolio
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Management, coordination and accounting for business benefit. Focus is on corporate portfolio strategies; Business Case acceptance; and program authorization. Style: Stakeholder leadership, administration.
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Stakeholders |
Project
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Primarily: Program Office, project's client, sponsor, team members, and hired resources. Clear and concise, two-way.
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Program
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A broader range of stakeholders who have an interest in the project, e.g. Project Portfolio Management Office, members of the public benefitting or impacted by the project, media and related actors. Public relations style.
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Portfolio
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Corporate office, investors, politicians, public at large. Communicate with stakeholders relative to the overall portfolio. Political style.
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Planning |
Project
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Standard approach: What must be done to reach a future objective, how, who and when. Detailed delivery plans created.
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| |
Program
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Overall program plan to drive stakeholder engagement; establish milestone sequence and pacing; allocation of internal resources and overview of external resources; and benefits realization planning.
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| |
Portfolio
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Convert corporate vision into a viable selection of projects; maintain executive support; scan the internal and external environments for changes impacting the portfolio; modify the portfolio accordingly; create and maintain necessary standardized reporting practices suited to this level; ensure optimum benefits reaping.
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Introduction
