1.3 Definition of a Project

Most definitions of a project include a temporariness to the work for something that is new, unique, or never done before. Notice that the words temporary and unique are used. These are the two key concepts that define a project of any type.

Temporary

First, let us talk about what temporary means. Projects have a beginning and an end. The temporariness of projects is one of the most revealing aspects of project management because projects have to end at some point. We will discuss what types of work are not projects before we discuss typical project work.

Have you ever done work that seemed to never end? There are many types of work that have no beginning and no end; you just basically join the team “in-progress.”

User groups are the most infamous. You represent your department, division, or group as part of a larger, organizational group that represents the needs of all units within the organization. Your primary tasks are to produce a valuable product or service and to try to get as much as you can for your own work unit in the form of favorable policy decisions (these of benefit your work unit), more resources (such as the benefit of upgraded computers), or better and more rewards (Susie should win Employee-of-the-Month because . . .).

These types of group discussions and decisions are common in information technology; staff support work such as legal and accounting; and sales where the work is centralized, generalized, and never really goes away. Group work like this is comparable to tax collection as taxes are always due and never seem to go away. Work that never ceases is not really a project since there is no definite beginning or end.

Unique

The second part of the project definition is that projects are unique. This usually means that they have never been done before. Certainly, work never attempted before would be uncommon and would make being a manager of such work much more of a challenge. The uniqueness of project work makes it difficult for planners to fully grasp what a project should look like, how much it will cost, and how long it will take.

A project, once completed, can improve the efficiency of organizational operations. For instance, an internal organizational project might be developing a new accounts payable system that tracks the payment of bills with regard to satisfaction, cost, and schedule. Maybe this type of tracking system is currently being done with obsolete software applications that do not offer full integration between all departments. A new application might alleviate problems in consistency of administration, possibly provide higher quality data, and lead to better decisions.

Thus, in this example, the new accounts payable tracking system would improve efficiency and effectiveness and provide value to the organization. Sometimes implementing projects like this internal software tracking system creates change in an organization. The next section discusses how projects move through stages of development in what is called the project management life cycle.

Program versus Project

Another type of work that is not project management is program management. Sometimes you hear someone say that they are a “Program Manager.” What this means is that they are the manager of something far more complex, risky, usually more costly, and larger in scope than a project (see Figure 1.3).

Programs traditionally are made up of many projects that, when put together, form a unified program. Projects within a program tend to be related to each other since each project’s completion is necessary in order to complete the entire program.

A good example of a program is Interstate 25 in the southwestern United States. Interstate 25 (I-25) is a program that is managed by a Department of Transportation (DOT) Program Manager. However, each city on I-25 is often treated as a project and is tasked at the local city level by the DOT with regard to maintenance, security, safety, and upkeep. The DOT I-25 Program Manager ensures that all of I-25 is kept functional, safe, and secure for motorists.

As part of this program, DOT appropriations are made proportionately available to each city that has a responsibility for managing their section of the highway. Each city’s responsibility for I-25 is similar to a project, and the collective grouping of I-25 projects make up the I-25 program.

City responsibilities could include a bridge repair crew sent out by the city closest to where a bridge problem needs fixing. Road work, trash removal, accident clean-up, and emergency services are all typical tasks that individual cities also need to manage in order to meet project requirements of the DOT I-25 Program.

Projects, in contrast to programs, are temporary, as the work will come to an end. The work required to put in a new database, develop a new product, upgrade a computer system, develop a new service, investigate a customer need, and manage a merger and acquisition, are examples of typical projects in organizations. The Interstate 25 program discussed previously continues, but the projects within it are planned and funded within that one year of activity.

Our examples discussed so far do not come anywhere near to the full list of project types in business today. Projects can be of any kind and geared toward external entities like suppliers or internally focused like departments in an attempt to improve organizational efficiency or effectiveness.