Project as a temporary endeavor versus a long-term view
Raju RaoFounder & Principal| Xtraplus Learning & ConsultingChennai, Tn, India
We are used to defining a project as a temporary endeavor. How does this map with the concept of an outcome-based approach for project management? This is currently being espoused by many PM standards. What about viewing a project in terms of its total product or service life cycle versus only the project life cycle? How does the concept of a project tie in with a longer-term view of sustainability?
Any thoughts? Saving Changes...
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
That's what programs and portfolios are there for, Raju: to provide continuity across projects, deliverables and benefits. Saving Changes...
Raju RaoFounder & Principal| Xtraplus Learning & ConsultingChennai, Tn, India
Thanks Stephane. This is a valid point. When I speak about project and project management, I mean it in a generic sense and therefore include programs and portfolios. But finally, they are a collection of projects which are temporary. How do we reconcile this with operations or business-as-usual which is what will happen when we look at sustainability? How do map a project life cycle to a total cradle to grave life cycle assessment or analysis? The key question is how do we position the role of the project (or program/portfolio) manager in the organization?
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2 replies by Muhammad Taufiq Asmara and Stéphane Parent
Mar 03, 2022 5:38 PM
Stéphane Parent
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While there is overlap between service/product life cycles and project life cycles, I would not go so far as to say they have to be integrated. A single project can certainly cut across many services and products. But projects are truly meant to move the organization to a new state, which is reflected in those services and products--and, to a lesser degree, the culture.
The biggest improvement an organization can make is to assign product managers and service managers, independently of projects, programs and portfolios.
Mar 04, 2022 4:38 PM
Muhammad Taufiq Asmara
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in my point of view, Operation have product too, but it is daily activities, and there is no changes from current state to future state. Operation must be Alligned to a Program or portfolio. Sometimes in Operation there is Project too, for example For Delivering Product we hire Third Party company to finish the job On time based on contract.
This also is the connection between the project management life cycle which focuses on the delivery of a specific set of changes within a time box to the product or service management life cycle which could span multiple projects and also would monitor and act based on benefits realized.
What you are describing is a major aspect of systems engineering which is more product focused than PM, but tightly interrelated with the project that creates or changes the system of interest.
Well architected systems, from household products, health care, production systems etc., consider the best fit for the intended environment over the system lifecycle. Like project performance metrics, systems performance is aligned with key qualities such as sustainability, affordability, reliability, etc. often called Key Performance Attributes (KPAs) or "illities".
In large complex systems, the scope of individual projects is a smaller piece of a larger system evolution. How those projects are executed however, should consider the system KPAs, which is often documented as requirements and objectives and may be further broken down such as whether they apply to design, manufacture, operations, etc., each of which may be separate large business organizations.
In the PMI model, those R&Os are largely outside the PM area of responsibility, however the PM works with the business and technical experts who manage those requirements. The PM must consider the project itself as part of a larger systems architecture, or the solution may sub-optimize the end product based on short term goals, to the detriment of the greater system lifecycle. You can see that for example in some cars that are designed for efficient manufacture, but are extremely difficult to maintain, because it was not considered in the design. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Mar 02, 2022 10:04 PM
Replying to Raju Rao
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Thanks Stephane. This is a valid point. When I speak about project and project management, I mean it in a generic sense and therefore include programs and portfolios. But finally, they are a collection of projects which are temporary. How do we reconcile this with operations or business-as-usual which is what will happen when we look at sustainability? How do map a project life cycle to a total cradle to grave life cycle assessment or analysis? The key question is how do we position the role of the project (or program/portfolio) manager in the organization?
While there is overlap between service/product life cycles and project life cycles, I would not go so far as to say they have to be integrated. A single project can certainly cut across many services and products. But projects are truly meant to move the organization to a new state, which is reflected in those services and products--and, to a lesser degree, the culture.
The biggest improvement an organization can make is to assign product managers and service managers, independently of projects, programs and portfolios. Saving Changes...
Thanks Stephane. This is a valid point. When I speak about project and project management, I mean it in a generic sense and therefore include programs and portfolios. But finally, they are a collection of projects which are temporary. How do we reconcile this with operations or business-as-usual which is what will happen when we look at sustainability? How do map a project life cycle to a total cradle to grave life cycle assessment or analysis? The key question is how do we position the role of the project (or program/portfolio) manager in the organization?
in my point of view, Operation have product too, but it is daily activities, and there is no changes from current state to future state. Operation must be Alligned to a Program or portfolio. Sometimes in Operation there is Project too, for example For Delivering Product we hire Third Party company to finish the job On time based on contract. Saving Changes...
Denathayalan RamasamyChief Technology Officer| Atal Incubation Centre -CIICChennai, Tamilnadu, India
Based on its nature, it should be classified as rolling wave planning or operational activities with the portfolio manager agreement Saving Changes...
Raju RaoFounder & Principal| Xtraplus Learning & ConsultingChennai, Tn, India
Thank you all for your contribution. Very thoughtful points. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
AS I see it everything is a sub-component of a larger system. A project is but a component of a business operation. A ramp is a component of a bridge, which in turn is a component of a road, which is a component of a net work which is a component of a transportation system which is a component of a ... We break things down into components to simplify, manage, control, etc. Much like one breaks a project down into a Work Breakdown Structure.
The PM of the ramp needs to know a lot of detail of the proposed bridge, some detail about the proposed road, a little about the network, etc. But the ramp PM most likely can't deliver the ramp if focused on the transportation system.
Much like on a ship the person in charge of the engine room can't also be steering the ship, nor can he worry too much about where the ship in going. He has to trust that those assigned those tasks are as capable as he. Now, on an outboard motorboat (small project) maybe one person can do it all.
As a PM of a specific deliverable you have a part to play and to play that part well you have to have an understanding where the project fits in the scheme of things. But that doesn't mean that you must control everything. Saving Changes...
