The Busy Person's Project Management Book

Chapter 1 - So what is special about projects?

Most of us are used to working in an organisation where what we do is considered "business as usual". For example, Mary has a job calculating statistics for the number of males and females employed in various industry classifications. Using monthly survey forms, she checks each form, enters the details from the form into a computer-based spreadsheet and calculates the basic statistics. Once the data is entered and summarised, Mary then compares this month's figures against previous months' and last year's. Having documented any major variations, Mary prints the summary of industry employment data and then begins work on the next month's survey.

Different jobs, different dynamics

If we call this type of work process work, then we can identify a number of aspects of this type of work :

• it repeats over a period of time

In Mary's case, the work cycle is a month. In other process jobs, it can vary from less than a minute (factory assembly) to many months. However, for the majority of process jobs in most organisations, the cycle is less than a day;

• it is predictable

Because the work repeats, it is documented as a series of procedures or steps. For most process jobs, the documentation is formal and is the basis for on job training. Even if it is not written down, it is documented in people's "heads" and is taught on the job. Most importantly, by following a predictable and documented set of procedures, we can ensure that a standard process produces a standard output;

• it is easily measured and evaluated

Most process jobs have clearly defined performance standards and measures. Typically, the person doing the job is informed on the expected performance and quality required and there is a formal measurement and reporting process that is used as the basis of performance evaluation. Because process work has short time-frames, it is measured by outputs;

• it operates within the existing organisation status-quo

Process jobs are the backbone of the existing organisation. In other words, doing process work does not change the organisation. Rather process work operates within the organisation's current mission, objectives, practices and procedures.

The vast majority of jobs - administrative, manufacturing, management and clerical - are clearly process jobs. Some estimates place the percentage of process jobs at over 90% of all jobs. These jobs are the jobs that we all know and the very structure of our organisations reflect the pervasive nature of process work. Indeed, many organisations are structured around the various process work categories i.e. Mary works in the Industry Statistics Section. Her friend Bill works in the Industry Statistics Publishing Section. Different jobs - different sections - same data.

Fig. 1 - Process work

From time to time, all of us will be involved in a very different type of work. This work is the exact opposite of process work. Mary is asked to work with a small team of computer people to revise the system that processes her statistics. Together with the computer people, Mary documents what is required to develop a new system that provides more information and can produce the results on a weekly instead of the monthly cycle. As the system is being developed, new ideas emerge and the team changes what they are doing to include the new concepts. After a couple of months, the new system is ready and Mary trains a new person in the system. Mary changes jobs and becomes a business analyst.

If we call this type of work project work, then we can also identify a number of aspects of this type of work:

• it does not repeat

Undertaking a project involves the team defining the tasks that need to be undertaken. Although some tasks may repeat in other projects, most projects involve unique tasks. While most projects follow a similar "life cycle", the specific tasks reflect the project's objectives and outcomes;

• it is dynamic and non-routine

Because the work is unique it is rarely documented as a set of standard procedures. While process work repeats as a series of routine activities, project work is dynamic and can change during the project. Many small projects have been successfully undertaken with no formal documentation. In projects, you can have a standard process such as risk assessment, but the outputs of the process i.e. an assessment of the risks of the project require unique and non-standard management;

• it is not easily measured and evaluated

Given the dynamic nature of project work, it is fairly hard to measure how the project is proceeding and to set standards for performance. Also, whereas in process work, performance is measured by outputs that are produced on a regular basis over short periods of time, projects take longer, often produce vary intangible outputs and success cannot be measured, in some cases, for many months. Many of the project management practices in this book are designed to provide a basis for measuring progress and success;

• it changes the existing organisation status-quo

This is the key to the difference between process and project work. Projects change organisations and as a result require special attention from all involved people. To put it simply, projects produce changes to existing process jobs and create new process jobs. Projects are the key vehicle via which organisations change what and how they do things.

Fig. 2 - Project work

Many people who have moved from process work to project work have experienced confusion and anxiety as they have moved from a work environment where everything was organised and standardised to a dynamic and flexible environment where the first thing to be done is to define what the work is required! This handbook is about helping you to make the change from process to project work.

Different jobs, different skills

Most of the support services in organisations are oriented towards process jobs. Many of us have been on technical, supervision, leadership and management training sessions that are oriented towards process work. In fact, the vast majority of training that we have received is either devoted to how to do process work or how to manage those people doing process work. So it is not surprising that moving from process work where we've been extensively trained (formally and on-the-job) to project work where there is little education or procedures can be very frustrating.

All process work requires some technical knowledge. Even the simplest of jobs has some technical component. The filing of documents requires a technical knowledge of the filing system, the structure of File Numbers and the completion of file tracking records. The processing of an application for a new insurance policy requires technical knowledge of the correct completion of the application, the information required and the applicable business rules and procedures to validate and correct the application. Most organisations provide technical education for people undertaking process jobs.

As we move into supervisory and managerial jobs, we are required to learn new skills and concepts. Standard supervisory tasks such as counselling people, completing performance appraisals and providing direction to the team require us to learn administrative and managerial knowledge. So most people are involved in at least two types of work - technical and administrative and during a normal day, we switch between these two types of work quite easily. We have learnt to balance technical and administrative or managerial tasks.

When you become involved in project work, you will need to learn some new skills. These skills are called project management skills. While they share some tasks in common with technical and managerial skills - negotiation, written and oral communication, task scheduling and problem-solving - many of these skills are unique to project management.

While industries such as construction and engineering have always recognised the need for formal project management skills, many service sector organisations are just beginning to understand that there is a need for project management. As you will see in the remainder of this handbook, the skills of project management reflect the dynamic and complex nature of project development.

Fig. 3 - Different jobs, different skills

To summarise, projects are different to the majority of jobs that we have trained for and that our managers are used to managing - we need to acquire skills that will help us complete projects. We also need to become more flexible and creative in our behaviour as projects require flexibility and creativity.

The remainder of this book introduces these skills and provides some hints as to how to apply them on your project.

So, let's get started.

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