Can someone please give me a clear overview of what a Project is and what a Project isn't?
Where is the borderline between a Project and an Activity?
Thanks. Saving Changes...
PMI essentially defines it as:
"A temporary endeavor undertaken to create a unique product, service or result."
(https://www.pmi.org/about/learn-about-pmi/...ect-management) Ergo: Since a project is "temporary" it must have a defined end point.
The project is "unique". (Note that building a bridge would typically be a unique project, but building a subsequent bridge could also be its own project - even if the bridges are the same.) Every project should be managed individually.
Manufacturing a large custom item (machine) could be a project (engineer - procure - assemble - test - ship) but mass production of lightswitches would typically not be a project since it doesn't have a defined endpoint.
If you are asking about when an activity should be managed as a sub-project, that typically depends on the complexity / duration / criticality of that activity.
An activity usually will not provide value by itself but would be a means to achieving value when completed along with a number of related activities.
If the activity is a value-add by itself, then it becomes more a question of materiality which is usually defined as part of an organization's project management policy or standards.
For example, initiatives requiring less than 35 hours effort will not be treated as projects even if they meet PMI's definition.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
If you are following the PMI way then go to PMI´s Glossary or terms to get the standard definitions. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Essin,
I see an activity as a and broader and more ambiguous term than a project, as a synonym to action. Look at the many meanings in wikipedia. Bob has clearly defined the term project.
Also action is different from the result of the action, though there is no result without action and every action achieves a result (planned or unplanned). Projects consist of planned activities, but also requirement time limitation and uniqueness of the result.
I see action/activity as the work needed to create an outcome.
Every project is an activity but every project also has activities inside. Non-project work like operations is an activity. Saving Changes...
An activity is an outcome of the breakdown of a work package. A work package is the smallest decomposed element when preparing WBS for a project (Work Breakdown Structure). Saving Changes...
I do agree with Bob and Kiron. You cal also refer to PMBOK for definition.
Rarely, you may be able to define a sequence of activities as a project, however, the borderline is the cost of project management activities. Does it worth paying for that? Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
I am enjoying the discussion related to the comparison of 'activity' and 'project' however I don't see any mention of 'task'. Is task interchangeable with activity?
Sometime you have to go back to origin of a word to understand its intent and definition recognizing that industry practitioners will re-define words to suit their cause.
Origins:
Project : - throw something forward (a future deliverable).
Activity - state of being active - movement, liveliness
Task - a duty or tax - usually paid through provision of labor
All three words can be used a verb or noun.
A project is the process of delivering a product
An activity is an event or happening
A task is something you are assigned to do (tasked with...) Saving Changes...
Thank you all of you for your contributions.
I have one remaining question about the fact that projects should be executed in different consequitevely phases like "initiating - planning - executing - monitoring - closing".
However, because I have some little doubts about the succes and viability of a future project, I wonder how to deal with this issue (without taking any big risks and asking money in advance while it can turn out the money was not necessary).
Is it for example possible to start the project (i.e. initiating - planning - requirements gathering & analysis).
And only after basic analysis decide whether an execution phase will come?
So I want to split the project in 2 pieces. After analysis, it will be clear whether implementation is opportune....
In that case: do I have 1 or 2 projects?
Or should I plan just some Activities to do the analysis work?
Or is this a kind of pre-project or a Pilot Project???
Thanks for your contributions.
Essin
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1 reply by Keith Novak
Jan 05, 2021 4:46 PM
Keith Novak
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That is still one project. Many businesses include a gated process for launching projects, especially if they have a very high cost estimate.
Most projects begin with a number of unknowns. Early in the development lifecycle, the sponsors may only provide limited authorization to do enough work to investigate the unknowns and determine whether or not a project will have a positive outcome as a risk reduction strategy. If the team is able to conclude the project is viable after some study, the project passes the gate and moves to the next phase. If not, the project may be cancelled, or additional but limited work may be authorized to continue studying additional measures that may make the project viable.
Gated processes may have multiple gates at strategic points after which costs will increase significantly. For example, as you transition from concept to detailed design, many more people are required so labor costs make a sharp increase.
They are still one project under the original charter, but with multiple opportunities to stop work and minimize the investment losses as more details are known.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
There are no "rules" here. Proceed with what fits your situation.
Two options you may be considering:
1) split the project. Project 1 deliverable becomes the analysis and recommendation (essentially a business case initiative), project 2, if you proceed provides for delivering the final product, and
2) go with one project but with an off-ramp after analysis - if the project is not viable at that time shelve it (could also be deferred until the time is more appropriate).
Funding can be flexible. I would tend to ask for the upfront (to analysis and recommendation) as a 'firm' funding commitment with planning, execution and closure as 'possible' future funding requirement. I expect the sponsor would want to know the downstream potential costs before committing to the investigation and analysis effort. Saving Changes...
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