What’s in a name: Project or programme?

The common conception of programme management as an extension or variant of project management, and therefore endowed with the same rationalist, instrumental underpinnings, is reviewed and questioned. In particular, the implications of labelling are highlighted, and the limitations for practice of conflated or poorly differentiated conceptions or models of project management and programme management are discussed. The central argument of this paper is that a distinct programme management model, grounded in a view of social reality as continually constructed through the actions and interactions of individuals – a becoming or related social constructionist ontology – provides an alternative way of shaping and undertaking change initiatives. Such a programme management model, when practised by reflective, context sensitive and value/ethically aware practitioners, can co-exist with and complement traditional project management approaches within an organisation.