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Project and program management


The terms project and programme are often used interchangeably. The purpose of a single program is different from the purpose of a more extensive program. A project involves achieving a concrete, clearly defined result, such as a bridge, a website, a new version of a system. Deliver within time, budget and quality and oh if there are changes. Then the alarm bells go off and adjustments have to be made in order to be able to deliver within time, budget and quality. Whether agile/scrum is used or not, there must be delivered.

A program is about realizing added value in the long term, contributing to the strategy of the organization, such as better efficiency, higher margins, higher customer satisfaction. Program managers oversee and coordinate the various projects and other strategic initiatives in an organization with a common goal. The program manager has room in the realisation of the strategic benefits, as long as he has the confidence of the stakeholders and the sponsor. But make no mistake, here too, actual, added measurable results must be delivered.

This is it

In order to steer projects and programmes and to maximise the chances of realisation, a good governance structure must be set up. In addition, steering on key indicators (KPIs) or metrics must be properly agreed. In order to steer single projects, we mainly look at time, money and quality. Also called the devil triangle. Because it is not easy to determine which of three is the most important for a specific project. 

In programs we also use other indicators, such as, the quality of the plan, stakeholder involvement, are goals included in the annual plans of the teams, key figures are sufficiently freed up, a sponsor remains until the end of the program or changes during the project, is there attention for change management and how is that filled in, etc. If agile work is done, there is continuous improvement. After delivering a work package, the project team will evaluate and improve.
Steering more complex programs requires a coherent set of indicators that provide insight into the state of affairs at any time. In this way, one is also challenged to think about measurable, concrete project results and management thereof. At NRP, experiences are exchanged, people learn from each other and difficult situations are discussed with a team of experts.


Then be sure to contact Arie Huisman and ask for an informal conversation.

+31 6 15 01 45 82

What our clients tell us

“An independent review on different aspects of the ERP implementation has provided surprising and useful insights. Thanks to the report and dialogue with NRP, we have made the necessary changes and taken measures to obtain lasting certainty about our financial data.”


“A critical review strengthens the confidence that we are going in the right direction and because of the pragmatic and transparent approach it was pleasant working together.”

Target audience

Financial directors, project sponsors, steering committee members and IT directors, who want to know whether the implementation contributes to the strategic goals of the organisation and whether the new system provides guarantees for reliable data processing.