Programs And Tasks Versus Projects


Programs and Tasks Versus Projects

Early in my career, I remember when my boss would visit me and announce, "I have a project for you." Since I was a cooperative and obliging subordinate, I gladly accepted the assignment. The assignment was typically something as basic as reviewing a few standard reports to determine what products had been sold in the past few weeks.

Now that I know more, I consider what my boss called a project to be a task.

Recently, a college administrator who I work with (who spent many years in aerospace) recommended that I change the title for this online course, and not name it Project Management. After reviewing the course content, he believed that it read more like a program, which many people use as a synonym for a project.

Task, program, management, planning, project—what is the difference, and does it really matter?

Programs: Programs are generally larger in scope than projects and do not have a definitive end. For example, Popularizing Soccer in the United States is a program, and so is The War on Drugs. Within these programs, a number of projects are possible. An example pertaining to the soccer program may be a research project to determine what marketing mix variables would appeal to designated soccer target markets.

Tasks: Tasks can be secondary and support projects, or they can exist as part of ongoing operations. Tasks are often completed by an individual and may not be complex or need to be integrated with other tasks.


Terminology and Definitions

One of the major challenges with project management is to create common understanding. Standard definitions and terminology are needed. It is confusing when textbooks are contradictory.

I own a textbook that uses an important project management term, Earned Value, to define a method to measure overall project performance. Another textbook uses the same term as a synonym for budgeted cost of work performed, a variable mentioned in the first textbook as an element of earned value. In this case, one author is using earned value to define earned value.

Hopefully, as PMI emerges as a recognized authority for project management, standardized terminology will be developed to help clearly define such terms.

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