Project management is the science (and art) of organizing the components of a project, whether the project is development of a new

product, the launch of a new service, a marketing campaign, or a wedding. A project isn't something that's part of normal business operations. It's typically created once, it's temporary, and it's specific. As one expert notes, "It has a beginning and an end." A project consumes resources (whether people, cash, materials, or time), and it has funding limits. Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. Its a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets. Project management is a methodical approach to planning and guiding project processes from start to finish. According to the Project Management Institute, the processes are guided through five stages: initiation, planning, executing, controlling, and closing. Project management can be applied to almost any type of project and is widely used to control the complex processes of software development projects. Project management is a carefully planned and organized effort to accomplish a successful project. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary.

.limitation Inability to stick with the project scope: Project Management, by definition, is unable to commit to the original project scope due to constant change requests. Project Management acknowledges this with the formal integration of Change Management. This limitation causes a lot of problems, and is the reason why so many projects end up way over budget and many months/years late, sometimes even canceled or killed. Inability to fully align the project objectives with the business/organizational strategy: By definition, Project Managers manage projects, not their organization. Although projects are usually initiated by stakeholders/executives with a clear relation and full alignment with the overall corporate strategy, Project Managers are incapable, by themselves, to make sure that their projects are kept aligned with the companys strategy. In order to solve this limitation in Project Management, Program Management was introduced as a higher layer of managerial control to guarantee and sustain alignment. Inability to manage projects with unspecified budget and/or schedule: This is probably the biggest limitation in the traditional incarnation of Project Management. Imagine if, thousands of years ago, pyramid building was restricted to a budget and a schedule. Would the pyramids have lasted so long? Would they have been considered as marvelous wonders? Project Management imposes a budget and a deadline on any project and thus creates a major problem: All projects finishing on time and on schedule (and they are very rare) have their quality compromised (when was the last time you saw perfection in any project?). Resources are not allowed to give their best, gold plating is considered a bad practice, and resources finishing on time, regardless of the delivered quality, are considered heroes. Dependence on functional management: Traditional (non-agile) Project Management is clear about the authority of the Project Manager over the resources: he has none. It is the functional managers

who own the resources: they have their loyalty (resources are loyal to their functional managers as theyre the ones who report quarterly on their performance), they have their gratitude (most resources are hired directly by their functional managers), and they have their respect. The dependence on functional management is a major limitation in Project Management, as Project Managers are constantly at the mercy of both the functional managers and the resources (indirectly, for example, an excellent resource resenting the presence of the Project Manager might disobey him, while still being supported and endorsed by his functional manager), and they have to compromise, or offer something in return, just to get things done. Note that this limitation is almost negligible in highly projectile organizations. PROGRAM MANGEMENT Program Management is the management (non-technical) of several projects at the same time taking into consideration their interdependencies as well the organization's goal. Program Managers deal with Project Managers, as well as upper management/high profile stakeholders. Project Management is usually about managing one project and getting that project done. Project Managers deal directly with resources. Program management is about defining and achieving organizational objectives through the management of complex projects and resources. It differs from project management as project management focuses on delivering a single project whereas program management coordinates multiple, related projects and operations toward achieving a common strategic objective.

PROJECT VS PROG 1. Program management is strategic in nature, while project management is tactical in nature. The program management focuses on achievement of the intended strategic business results through the coordination of multiple projects. Project management in contrast focuses on the tactics of planning and execution of the work output. With this, program managers must augment their project management and technical skills with core business, strategic and leadership skills. 2. Program management is entirely cross-functional, while project management focuses on a single function, or limited cross-functional alignment at best. It is typical for the program manager to manage across the various functions of an organization such as engineering, marketing, finance, validation and customer support. Project managers typically manage a team within one of the functions on the program. 3.Program management integrates the individual elements of the projects in order to achieve a common objective