I could spend a lot of time describing some of the instances over the years where people have anted the cast iron answer to whether this is or is not a project!!

I suggest to people that there are clear projects in all organizations. I also mention the fact that there are lots of grey areas – see Dr Paul above – areas that may/may not be projects. I overcome this by suggesting that a project management approach is appropriate in all work and mention a study by one of the water companies who showed over here in the UK that using some of the tools of project management helped deliver business as usual much quicker….bottom line; why worry what is/is not a project, use project management tools and techniques to help you deliver.

Ron Rosenhead
http://www.ronrosenhead.co.uk

So let’s test to see if tying your shoe meets that test.

Temporary- Is tying your shoe something that has a start and finish? That is it not something you do all day long?

produce a unique result- Do you tie the knot exactly the same way every time? Using the same pair of shoes? In the same place? At the same time?

And let’s see about toast.

Temporary- Is toasting bread a finite task? It has a start and a stop correct?

produce a unique result- Does each slice of bread come out exactly the same each time? Do you always toast white bread or do you sometimes choose dark bread or English Muffins?

Yes, of course I have taken this to an extreme, but you can see how PMI’s definition is slanted towards making just about anything and everything a “project”…. Why? Because the more “things” they can define to be projects, the more they can sell memberships, certifications and related paraphenalia…….

The point I was trying to convince Josh et al is to move beyond PMI’s definition and set some kind of boundaries that differentiate between those who “do” project management as a normal part of their day to day personal lives from those who do project management for a living, and are thus “professional” project managers.

In the world I live and work, (mostly construction management professional services or related training) the demarcation line that to be a project requires MORE than two people involved works consistently well.

In the scenario Glen describes, I would apply my “more than one person” test as well.

Not to open a Pandora’s box of definitions, but for Glen’s examples, I would tend to call what he describes as work packages or sub-projects- part of something larger- rather than a full blown project- although if it is being done under contract by Glen’s company, I am sure THEY consider it a project, and legitimately so, at least for calculating revenue and costing purposes.

Bottom line here- if you look at previous postings, I think it is quite clear that the issue of “definitions” as they apply to project and program management is at best a thorny one, and one that is unlikely ever to be resolved. More than likely a case of the 7 Blind Men and the Elephant. http://www.jainworld.com/literature/story25.htm

BR,
Dr. PDG, Jakarta
http://www.getpmcertified.com

A) I do like your definition of “project management”. But will agree with others that 1 person projects exist, but must be unique!

Josh,

I agree with your thumb:
My rule of thumb: “Only do what adds value.”

But many people do not “see” the value in formal project management at times and miss the value that it adds over the duration of a project. Having a project management process that takes into account the complexity of the project is ideal so that it does not overwhelm the simple project with non-value added work, BUT does add the disciplined approach needed for the complex projects.

So, in general I agree with this:
If you spend time and money on lots of formal project management practices when you don’t really need them, you are wasting resources.

Now, I have to tie my shoes – pulling up the MS project schedule…..