Project Management

What is a Project?

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What is a project? Project can mean different things to different people in different contexts. Below are some of the common definitions,

  • A project is a temporary endeavor undertaken to create a unique product, service, or result. (Source: PMBOK® Guide 4th Edition)
  • A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. (Source: PRINCE2® Version 2.0)
  • A project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. (Source: Wikipedia)

From the above, we can deduce that a project is a time-bounded endeavor that has specific deliverables. Put the time factor aside for a moment, a project is then largely characterized by its deliverables, in other words, scope. However, is scope really sufficient to describe and define a project? Before you jump into conclusion, let's do a little thought experiment to explore this further. Imagine that we have a project by the name 'Project Z' with a set of uniquely defined deliverables. If I make a slight change to one of the deliverables resulting in a scope change from Scope 1.0 to Scope 1.1, can I say that Project Z is still the same Project Z? Most of you will agree with me that it is still the same Project Z since a slight change in the deliverables will not change the entire project. This is especially true given that scope change is a common thing in project management. I am also quite sure none of you will argue with me that Project Z is still Project Z if I now make another scope change from Scope 1.1 to Scope 1.2. The same argument applies for scope change from Scope 1.2 to Scope 1.3. What if I keep doing small incremental changes one at a time from Scope 1.3 to Scope 1.4, to 1.5, … eventually reaching Scope X.X where the scope is completely different from that in Scope 1.0? Now, do you still think that Project Z at Scope X.X is still the same old Project Z at Scope 1.0? I am quite sure some of you will shout 'No way!' since we had already mentioned earlier that the scope of a project characterizes what the project should be. If the scope of Project Z at Scope X.X is totally different from the scope of Project Z at Scope 1.0, then the two projects MUST BE DIFFERENT. But wait a second. Didn't we also say that a scope change from Scope 1.0 to Scope 1.1 will not make Project Z a different project? Following along the same line of argument, Project Z should still remain as Project Z from Scope 1.1 to 1.2, as well as from Scope 1.2 to 1.3, … and finally from Scope X.X-1 to X.X. In this case, Project Z at Scope 1.0 and Project Z at Scope X.X MUST BE THE SAME. Some of you must be totally flabbergasted by now as we have just arrived at a pair of contradictory conclusions. So, is Project Z still Project Z? Is scope alone sufficient to characterize a project? What actually went wrong here? I will leave it to you to figure out…


Posted on: March 02, 2011 02:35 PM | Permalink

Comments (3)

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Sam Widlund Software developer| Task Trimmer Helsinki, Finland
A project should have a start and an end. But we do not necessarily know what the end date is. We could see e.g. an employment as project, we hire a new employee, we do not yet know when the employment is going to end (but it will end some day).

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Robert Ward Principal| CSM Business and Mobility Rydalmere, Australia
Sounds a lot like life, really...

In one slide of my project management lecture notes, work gets divided into process work and project work, where project work is one-off, changes to the status quo, and non-standard.

So a more general definition than the ones above is simply that projects are non-standard work generally leading to a change in the way things are done.

The problem with projects, such as project Z, that move outside of the three definitions above and lose track of a goal or objective, is that an organisation can get stuck in perpetual project mode and never arrive at business-as-usual, ie never actually deliver something.

The lack of a defined objective doesn't make it not a project, but it creates / increases the risk of not arriving at the end date (generally defined by achievement of the objectives). As such, this risk should be added to the risk register and managed.

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Wai Mun Koo PMO Director| Intergraph PP&M Singapore, Singapore
Sam and Robert, what both of you have said make sense. The worst thing a project manager will ever want to deal with is a forever moving target in the project. With a moving target, what you were aiming to shoot at (your objective) would have moved to the new position by the time you pulled the trigger.

Robert's deifinition on project is interesting - 'projects are non-standard work generally leading to a change in the way things are done.'

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