Program and project scopes are often confused or used interchangeably, but they have distinct meanings and implications for program management. In this article, you will learn how to differentiate between them and why it is important to do so.
Program scope is the overall vision, goals, and benefits of a program, which is a collection of related projects and activities that aim to achieve a strategic objective. Program scope defines the boundaries and expectations of the program, as well as the alignment with the organizational strategy and stakeholders' needs. Program scope is typically broader, higher-level, and more flexible than project scope, as it may change or evolve over time in response to external factors or opportunities.
Project scope is the specific deliverables, requirements, and constraints of a project, which is a temporary endeavor that produces a unique product, service, or result. Project scope defines the scope baseline, which is the agreed-upon scope statement, work breakdown structure, and work breakdown structure dictionary that guide the project execution and control. Project scope is typically narrower, lower-level, and more fixed than program scope, as it should be clearly defined, verified, and controlled throughout the project life cycle.
Differentiating between program and project scopes is important for several reasons. First, it helps to clarify the roles and responsibilities of the program manager and the project managers, as well as the reporting and communication lines among them. Second, it helps to avoid scope creep, which is the uncontrolled or unauthorized expansion of scope that can jeopardize the quality, schedule, budget, or benefits of the program or the projects. Third, it helps to manage the interdependencies and risks among the projects and the program, as well as the alignment and integration of the project deliverables and the program benefits.
To differentiate between program and project scopes, you can use several techniques. For instance, a program charter and a project charter should be used to document the purpose, objectives, scope, assumptions, constraints, risks, stakeholders, and authority of the program and the projects respectively. Additionally, a program scope statement and a project scope statement should be created to describe the scope of the program and the projects in more detail. This includes the scope description, deliverables, acceptance criteria, exclusions, and change control procedures. Moreover, a program work breakdown structure and a project work breakdown structure should be used to decompose the program and the project scopes into manageable components, levels, and work packages. Finally, a program scope management plan and a project scope management plan should outline the processes and tools for planning, defining, validating, and controlling the program and the project scopes throughout their life cycles.
Managing program and project scopes can be challenging, especially when they are interrelated or conflicting. To effectively manage program and project scopes, it’s important to involve the relevant stakeholders in the scope definition and validation processes, to ensure their buy-in and commitment. Clear and consistent communication should be provided to the program and project teams, as well as other stakeholders, with regular updates and feedback on the scope performance and changes. To track the scope variance and deviation, you should monitor and measure the program and project scopes against the scope baselines, using appropriate metrics and indicators. A formal and transparent change management process should be implemented for the program and project scopes, evaluating the impact of any proposed scope changes on objectives, benefits, deliverables, resources, and risks. Lastly, review and audit the program and project scopes periodically to identify any issues or discrepancies that may arise between them.