Distinguishing projects from ordinary work.
WHAT A PROJECT IS
Work with a defined outcome, a beginning and an end.
WHAT IT IS NOT
Ongoing operations that repeat indefinitely.
WHY THE DISTINCTION MATTERS
Projects need planning, a finish line and someone accountable; operations need process and consistency.
WHAT EXAMPLES OF PROJECTS LOOK LIKE
Launching a product Moving premises Installing a system Building a website Running an event
WHAT EXAMPLES OF OPERATIONS LOOK LIKE
Answering support requests Processing orders Monthly bookkeeping
WHAT EVERY PROJECT HAS
An objective A scope A timeline Resources Constraints Risks
WHAT MAKES PROJECTS FAIL
Unclear objectives Scope that expands without control Estimates nobody believed No single accountable person Problems raised too late
WHY THAT LAST ONE MATTERS MOST
Every failed project was visibly in trouble before anyone said so.
WHAT PROJECT MANAGEMENT ACTUALLY IS
Making sure the right work happens, in a sensible order, with problems surfaced early.
WHAT IT IS NOT
Filling in documents Reporting for its own sake Chasing people
WHAT DISTINGUISHES GOOD PRACTICE
Decisions made deliberately, and recorded.
WHAT TO ESTABLISH BEFORE ANYTHING ELSE
Why this project exists.
