What is the difference between the program from the project in school. The main difference of the business plan from the investment project. Librarian access mode

There is some misunderstanding, and consequently, the confusing use of terms when it comes to the management of the program. Sometimes the program is called the project. Sometimes the project is called the program. In addition, sometimes the portfolio and the program are mistakenly used instead of each other. This article will help you understand the main differences and determine the unique aspects of the portfolio management, program and project.

In order to start distinguishing these concepts, you should imagine a hierarchical pyramid. At the top of the pyramid itself there is a portfolio management that contains all programs and projects with priorities depending on their business goals. Under it is the management of programs that contains many interrelated projects, as they support certain business goals. Programs contain many projects, but projects can be independent and part of the portfolio. Projects differ from the programs by the fact that, by their nature, they are tactical.

Let us study in more detail each concept:

Portfolio Management

One of the key aspects of the project portfolio management is that this is a process that is clearly characterized by a conformity with the direction of business. Priorities are set through the appropriate optimization process for the organization. Risks and encouragements are taken into account and balanced, and programs are chosen on the basis of their compliance of the organizational strategy. The review is provided by the implementation of the program and the project, therefore, the portfolio adaptation may be carried out if it is necessary. Strategic changes can also cause portfolio adjustment.

Management program

The key property management program is business support and financing. Based on the definition based on the decisions taken at the portfolio management level, the programs sponsored to the needs of the business. The program assumes hold of advantages and, by and large, is measured by achieving these advantages. Programs can also possess "streams of advantages", or sets of interconnected benefits, such as an increase in the possibilities of the research and development department in combination with the increased level of penetration into the market, which intersects with many of the organization's functions. Since programs consisting by nature, from a variety of projects, pass through the functions in the organization, they have all the elements of the business system, therefore, are generally oriented.

Project management

Project management takes care of providing opportunities commonly defined within the program. Projects drive strategies, but they do not have a strategic initiative, as in the case of programs. Instead, the project receives input elements, then develops and implements a tactical plan. Monitoring and final measurement of success is often based on tactical considerations, such as budget and plan, and not to achieve strategic business goals.

Now that you already know the main differences between the management of the portfolio, program and projects, each organization should specialize the implementation of these three processes. Some key factors, as well as how they will affect the choice about the implementation, are shown below:

Industry: Industry provides an understanding of the stability and constancy of operations. Some industries, such as pharmaceutical, are moving through life cycles of goods, although there are longer cycles that include solid regulatory production. Companies for the production of consumer electronics move shorter life cycles and rapidly developing technologies, while there is a little stabilization. Construction companies are highly concentrated on projects and work with very stable technologies and goods.
Dimensions of the organization: In general, the larger size requires more formalities. Without the structure of relationships between strategies, portfolio management, programs and projects can be a bit incoherent. Two focus points show the presence of deliberate organizational structures for managing a portfolio, programs and projects, as well as paying special attention to the construction of strong links between them for information flows, communications and cooperation.
Volume of operations: A more narrowly defined operating opportunity present in industrial-based organizations will be inclined to lower formalities, and the information will flow freely between the portfolio management processes, programs and projects. In organizations that are well integrated horizontally, containing well-developed central competencies in scientific research, marketing, production, supply, etc., peculiar separations will be present to be monitored. This will make the management of the program more causing, since these restrictions will be disturbed.
Strategy: Like various operational considerations, the strategy will affect the organization of portfolio management, program and projects, depending on how complicated is complicated. The key thought not specified above is strategic unions that significantly affect how these processes have been well structured and are monitored.

Standards for managing the portfolio of projects, programs and projects exist, and among them you can find clear definitions. The World Project Management Institute (PMI) has developed and published the following standards (free for its participants):

Portfolio Management Standard (The Standard for Portfolio Management)
Standard for Programme Management
Code of Project Management Rules (A Guide To Project Management Body of Knowledge (PMBOK) Third Edition), 3rd edition

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You can come to the destination only when the course of the movement is defined, and all participants know where and why they go. The project and program are the categories of Western management, where high attention is paid to competent planning. How to understand the difference between them and what are the differences affect?

What is a project and program

Project - A interconnected set of activities and processes, the main purpose of which is the implementation of a large-scale problem. Its main attributes are the availability of performance, resources, mission. The project implementation can be calculated quantitatively, as well as qualitatively (the goals have been achieved or failed).
Program - Group of projects combined by a single goal, management, resources, mission. Their result is a qualitative change in the state caused by the implementation of planned tasks. The health development program involves the implementation of a number of projects: the construction of hospitals, research, personnel training and much more.

The difference between the project and the program

So, the most important difference between the specified concepts is their scale. The program is several projects combined with one goal. It is not measured quantitatively, but qualitatively and implies a change in state. The deadlines for the implementation of the project are usually determined hard, and their transfer will inevitably affect the incarnation of the program.
There are also differences and the complexity of incarnation in the life of the tasks. The project implementation is seen simpler, as it is enough to achieve goals for a certain period of time. The program is only a hypothesis (the fight against alcoholism or drug addiction), which should find its confirmation in practice. Not always interrelated projects and their successful embodiment lead to a change in the state, and the result may be unpredictable.

Thedifference.ru determined that the difference in the project from the program is as follows:

The volume of concept. The program is a broader concept, which includes a set of projects.
Duration. The deadlines for the implementation of the program - wide, project - specific, measurable.
Result. The project is embodied when the scheduled activities are made to the specified date. The result of the program is a change in the state, the effect on the situation. Thus, even its partial implementation may be successful, and the resulting effect exceeds all expectations.
Complexity. The implementation of the program is more complicated than the execution of the project, since all the terms of the tasks need coordination.

Investment planning is a key to success for any investor. At the same time, it is important that the planning is integrated and covered all aspects of the alleged activity.

The difference between the business plan from the investment project is that often the first acts as one of the documents of the second, that is, its component. Very often, when implementing a small or short-term investment project, only a business plan can be drawn up.

In general, the difference from the business plan lies in the fact that the investment project includes a surround substantiation of a large range of tasks, including:

commercial;
production;
economic;
social and others.

On the other hand, the business plan can be viewed as a project activity program that acts or is only being developed.

The business plan is prescribed:

the mission of the organization;
goals of the organization;
objectives of the organization;
resources of the organization;
task performers;
key directions of work.

The most important task of the business plan is planning and predicting the further development of the organization at a particular time section. Now let's try to consider both documents in more detail.

Investment project

The investment project is a complex set of activities aimed at creating new products, services, modernization or reconstruction of functioning industries in order to obtain economic benefits.

The main purpose of the investment project is to receive investments. The investment project is considered a document developed at the project concept stage, that is, at the very first stage of the project's life cycle. Often, the investment project does not make a detailed plan of financial investments, and simply contains a certain reserve of financial resources, on average in the amount of 10% -20% of the value of the entire project.

Tip! The costs of an investment project can be calculated with the reserve, but income must be carefully justified and calculated as accurately as possible.

Usually the investment project includes a set of documents in which the purpose and list of planned actions aimed at implementing this goal are determined. Equally important is the study of all possible negative manifestations of external and internal factors that may harm the project and develop mechanisms for solving projected problems.

The internal factors affecting the development of the investment project include:

the ratio of management to making decisions at all stages of project implementation;
potential and real production capabilities of the enterprise;
the current financial condition of the enterprise and its ability to finance the investment project;
the level of development of infrasturbation opportunities of the organization.

To external factors affecting the impact, include:

level of political stability;
level of economic stability;
possible changes in the regulatory framework;
level of scientific and technical development;
ecological problems.

The investment project is large-scale and often on its implementation requires tremendous funds and several business plans, for each private object, which is the result of one large whole.

Business plan

Recently, it became an independent document and it is not necessary to associate with an investment project.

What is the difference between an investment project from a business plan:

The business plan defines practical actions related to the implementation of the investment project. In general, the business plan structure depends on the objectives, tasks and requirements.
A business plan is beginning with a summary of the project, which gives a brief description of the company and indicate the main positive aspects of the business idea.
Mandatory item is a description of the enterprise produced by the products.
In marketing plan, analyzes the strengths and weaknesses of the organization used and the proposed strategy promotion of goods.
The company's production plan contains a description of the main technological processes of production.
The most important section of the business plan is the financial plan in which the financial results of the enterprise, alleged sources of financing, loan repayment schedules and other useful information are reflected.
In any business plan, risks are prescribed (see) and possible losses from them.
The application usually provides additional documents that allow you to make a more complete picture of the project.

Tip! Do not save money when developing an investment project and business plan. A good project is expensive, but allows you to get big profits on investment invested due to a more thorough study by specialists of all project parameters. To get a good profit, it is necessary to invest a significant amount. Quality investments bring quality income.

What is a project and program

Project - A interconnected set of activities and processes, the main purpose of which is the implementation of a large-scale problem. Its main attributes are the availability of performance, resources, mission. The project implementation can be calculated quantitatively, as well as qualitatively (the goals have been achieved or failed).
Program - Group of projects combined by a single goal, management, resources, mission. Their result is a qualitative change in the state caused by the implementation of planned tasks. The health development program involves the implementation of a number of projects: the construction of hospitals, research, personnel training and much more.

The difference between the project and the program

There are also differences and the complexity of incarnation in the life of the tasks. The project implementation is seen simpler, as it is enough to achieve goals for a certain period of time. The program is only a hypothesis (the fight against alcoholism or drug addiction), which should find its confirmation in practice. Not always interrelated projects and their successful embodiment lead to a change in the state, and the result may be unpredictable.

The project difference from the program is as follows:

The volume of concept. The program is a broader concept, which includes a set of projects.
Duration. The deadlines for the implementation of the program - wide, project - specific, measurable.
Result. The project is embodied when the scheduled activities are made to the specified date. The result of the program is a change in the state, the effect on the situation. Thus, even its partial implementation may be successful, and the resulting effect exceeds all expectations.
Complexity. The implementation of the program is more complicated than the execution of the project, since all the terms of the tasks need coordination.

The difference of the program from the project program is a description of the model of future activities for one or several areas designed to achieve certain results in the future. The project is a description of a specific situation that must be improved, the most landlinated, specific and executable form.

The basic requirements for the project Limitivity (in time, goals and objectives, results, etc.) means that the project contains: stages and specific deadlines for their implementation; Clear and measured tasks; specific and measured results; Plans and schedules of work; The specific number and quality of the resources required to implement the project.

The main requirements for the project integrity - the general meaning of the project is obvious and clear, each part of it corresponds to the overall plan and the intended result of the sequence and connectivity - the logic of building parts that relate and justify each other. Goals and tasks are directly measured from the problem. The budget relies on the resource description and is combined with the plan.

The main requirements for the project Objectivity and reasonableness - the evidence that the project's idea, the approach to solving the problem appeared not randomly, but are the consequence of the work of the authors to understand the situation and assess the possibilities of impact on it. The competence of authors and personnel is the expression of the awareness of the authors in the issues, means and opportunities to solve the issue. Personnel staff technology, mechanisms, forms and methods for implementing the project.

The main sections of the project text name of the project (must be a catchy, brief, expressing the basic idea of \u200b\u200bthe content, can be given a decoding of the name). Organization - performer (name, address, telephone, details). Project Manager (FULL NAME., Position, place of work, address, telephone, title). Geography (the territory on which the project will be implemented, the coordinates of the participants). Deadlines. The institution / executive organization - indicates additional information proving the competence of performers, the application of applicants' activity, the availability of achievements in the field of project activities, etc.

The main sections of the text of the project. Setting the problem (Introduction) - the relevance of the project is determined by the significance of the problem, the solution of which is called upon to contribute to the project. Relevance and novelty compared to counterparts. Whose interests affect. Its scale and what can happen if the problem does not find solutions. Analytical understanding: the problem must be submitted in quantitative and qualitative indicators.

The "Problem Statement" section is qualitatively registered if: it reveals the need to implement the project; It describes the circumstances that prompted to write a project; The problem looks significant for the territory as a whole for society; The performer is competent enough to implement the project; The scale of the project is reasonable, he does not attempt to solve all world problems at once; The project is supported by statistical and analytical data, references to experts; The problem is formulated from the point of view of whose needs is the project, and not from the point of view of the "convenience" of the Contractor; There are no votor statements, minimum of science and special terms; written briefly and interesting; Clearly defined way to solve the problem

The goal of the project is a conscious presentation of the results of the project to achieve the result, if you clearly know what you want to achieve. Basic requirements for the formulation of the goal: 1). Such a way within this project; 2). Works on the final result of the project; 3). Compliance with competence, preparedness of financial and economic, material and technical, organizational conditions for the implementation of the project.

Project tasks The task in the project is a specific part of the goal (paragraph) to be implemented, or this action that you take to achieve the goal of the project. In the wording of tasks, it is better to avoid verbs of an imperfect type (promote, maintain, strengthen; and apply words: prepare, reduce, increase, organize, prepare. In the wording of tasks, it is recommended to use the international SMART criterion (concreteness, calculation, territoriality, reality, time definition)

Successfully registered Section "Goals and Tasks" If: describes the estimated results of the implementation of the project that is evaluated; The goal is a general outcome of the project, and the tasks are intermediate; From the section clear which changes in the social situation will occur; For each problem, formulated in the previous part, there is at least one clear task; Goals in principle are achievable, and the results are measurable; The setting of goals and objectives The authors are not confused with the methods of their decision; Language is clear and flue, no extra, unnecessary explanations and links.

Content and mechanism for implementing the project The main component of the design is the choice of content, forms and methods of project implementation activities. It assumes a sufficiently detailed description in what directions, how, when, in what sequence, what and how it will be done to obtain the desired results. You can not act on the principle of "Vali all in a bunch"!

Control characteristics section "Content and a project implementation mechanism" Coldness of project structuring on parts and the vision of their relationships; Available description of the main activities and the causes of the choice of these forms of work; From the section it is clear how, with whom when and where the project will be / implemented; Naturalness of the logical chain: Problem - Objective - Task - Method; There is no extra "water", i.e. Unnecessary descriptions, applications and other means burdening text.

Planning - is the most important part of the implementation mechanism The plan should be consistent and convincing, it is clear in it the composition of responsible, performers, funds. The activities of the Plan are logically connected, the reasons for choosing exactly these forms are clear. Specification of the plan is carried out in various ways, including graphical form, for example: P / P Dais Tweed Sroli Answered Resources of the Frames of the Factric Artists 1. 2.

Project performance estimates Quantitative indicators Project's demand, public coverage, number of specific cases: shares, activities, etc. Social development indicators The identity of the dynamics of the level of personality development: I didn't know how to learn, I did not know - I learned, etc., the quality of socio-creative products Activities (crafts, drawings, hikes, stocks), etc. Social adaptation indicators Reduction of the risk of asocial phenomena, increasing the level of activity, etc. Public opinion indicators The popularity of the project, response in the media, etc. Technological indicators clarity and management efficiency, organizational indicators Culture of the participants, the level of the organization as a whole and individual events Economic indicators The ratio of costs with the socio-pedagogical effect, attracting additional material and technical resources

Financial substantiation of the project (the focus should be focused) how much the funds need to implement the project; What means are available in the organizers of the project; What is the material and technical base; What additional sources of financing can be found (charitable donations, sponsorship deductions, income from permitted activities, work of volunteers, etc.); What goals will be spent the funds collected for the project's implementation of the project must be "three-chone", where the applicant is indicated in the first column, in the second - the requested funds in the third - the total amount of expenses. Rule: The ratio between the amounts available and the amounts requested should be 50% by 50%