Project and Operations Management

For starters, project and operations management are not the only management applications experienced in organizations. Portfolio and program management are among others. See Figure 1.1 Relationship Between Strategy, Portfolio Management, Program Management, Project Management, Operations Management, and Business Value. Our focus is on project and operations management. It is important to note right off the bat that one is not better or more important than the other. Truth is, they need each other even though the argument can be made that they both can hold their own in their respective management disciplines.

Figure 1.1. Relationship Between Strategy, Portfolio Management, Program Management, Project Management, Operations Management, and Business Value.

To understand project management, understanding what defines a project must be understood. A project is “a temporary endeavor undertaken to create a unique product, service, or result” (A Guide to the Project Management Body Of Knowledge (PMBOK Guide), Sixth Edition., 2017, p. 4). In short, there must be a starting point and an end point. This is distinct and different from something that is ongoing, or operations.

“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” (A Guide to the Project Management Body Of Knowledge (PMBOK Guide), Sixth Edition., 2017, p. 10). Project management brings an idea to life in a deliberate, concerted fashion in a way that brings value in the shortest amount of time at the lowest possible cost in an integrated, systematic way. Project management is not just an application of knowledge, skills, tools, and techniques, it is also a strategic competency. Projects can be executed in the realm of portfolios, programs, or stand-alone projects altogether. But, by definition, they are temporary and will end. Whereas operations management “focuses on the efficient, effective production of products and/or services” (A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Eighth Edition and The Standard for Project Management, 2025, p. 9). See Figure 1.2. A Basic Illustration of the Symbiotic Relationship Between Operations and Project Management.

Project managers “perform a variety of functions such as facilitating the project team’s work to achieve the intended outcomes and managing the processes to bring about those outcomes in order to enable value delivery” (A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Eighth Edition and The Standard for Project Management, 2025, p. 5). Project managers are the central point of a project. Additionally, they provide oversight and collaboration, solicit and manage feedback, facilitate support, perform work, apply expertise, provide organizational direction and insight, and provide resources to projects. Projects are temporary, dynamic, and non-routine.

Figure 1.2. A Basic Illustration of the Symbiotic Relationship Between Project and Operations Management.

Project management and operations management can work separately and independently of one another but when they come together it creates a type of business value that could not be achieved if executed separately and independently of one another. Project and operations management have, or should have, a symbiotic relationship. They work, in tandem, together. Or should. If all management levels of an organization work together to plan and execute their strategic and financial goals by successfully integrating project and operations management well, the likelihood of success increases, and they will have satisfied stakeholders.

Operations management, at the other end of our focus, makes sure the operations that the business undertakes are done as accurately as possible and as fast as possible at the lowest costs while meeting the demands of its customers or clients/etc. It is defined as "activities that relate to the creation of goods and services through the transformation of inputs to outputs" (Jay Heizer, 2017, p. 4). Operations are continuous, not dynamic, and are routine. Operations managers perform the basic functions of the management process: planning, organizing, staffing, leading, and controlling towards the ten (10) operations management decisions they must make.

Ten (10) Strategic Operations Management Decisions (Jay Heizer, 2017, p. 8):

1.      Design of goods and services

2.      Managing quality

3.      Process and capacity strategy

4.      Location strategy

5.      Layout strategy

6.      Human resources and job design

7.      Supply chain management

8.      Inventory management

9.      Scheduling

10.   Maintenance

Tying the two together, if an idea is thought of it is planned and executed at the project-level before it is considered successful and passed on to operations to ensure that the necessary resources are optimally utilized to maintain the expectations/results of the project.

An impactful, goal-oriented organization has less of a chance at achieving their objectives without an appropriate level of both project and operations management. It is becoming more necessary and common for organizations to enable change and business value through projects. Operations management help sustain or “finish” what projects have started. Change is not going anywhere. In fact, change is accelerating at a quick pace. Project managers (aka change makers) are a starting point for organizations to begin their pivots to embrace change in a way that is best for themselves while operations managers attempts to align the above mentioned operations management decisions in alignment with the project and the business value generated from the project(s). Long story short, project and operations managers working collaboratively and effectively can be developed to be competence for an organization, leading to a higher success rate of initiatives, improved value delivery, and better returns.

References

A Guide to the Project Management Body Of Knowledge (PMBOK Guide), Sixth Edition. (2017). Newtown Square: Project Management Institute, Inc.

A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Eighth Edition and The Standard for Project Management. (2025). Newtown Square: Project Management Institute, Inc.

Jay Heizer, B. R. (2017). Operations Management: Sustainability and Supply Chain Management, Twelfth Edition. Pearson.

Project Management Offices: A Practice Guide. (2025). Newtown Square: Project Management Institute, Inc.

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Meet Nikia Smith, Director of Project Management Office (PMO), driving success at Business and Wealth Generations. With over a decade of advisory expertise, Nikia orchestrates strategy and operations, spearheading growth and innovation. Beyond his professional endeavors, Nikia actively participates in his community, having served on the Board of Directors at the Project Management Institute Florida Suncoast Chapter in different roles for several years. Recognized for his contributions, he received the PMI Florida Suncoast Chapter Award in 2018 for significantly boosting membership and retention and was also selected to attend the 2019 PMI North America Leadership Institute Meeting in Philadelphia. Nikia holds a bachelor’s degree in management and organizational leadership with a focus on Project Management, alongside several business certificates from St. Petersburg College. He is also certified in CAPM and PMP by the prestigious Project Management Institute. For collaboration opportunities, reach out to Nikia at info@thebusinesswg.com.

Understanding SMART Goals: A Comprehensive Guide for Leaders and Managers

Setting goals is a fundamental aspect of leadership. However, it can often be challenging for leaders and managers. Understanding the difference between SMART goals and smart objectives is crucial. While they are similar, they serve different purposes. Generally, goals are long-term aspirations, while objectives are short-term targets. Both, however, should adhere to the SMART criteria.

What Are SMART Goals?

A SMART goal is defined by five key characteristics:

• Specific: The goal must clearly define what is to be achieved. It should describe an observable action, behavior, or achievement linked to a rate, number, percentage, or frequency.

• Measurable: There must be a method in place for tracking and recording the specific action or achievement. This allows for assessment of progress.

  
  

• Assignable: Goals should be set in a way that individuals or teams can realistically achieve them.

  
  

• Realistic/Relevant: The objective should be seen as important by those involved and something they can influence or change.

  
  

• Time-related: A specific date or time frame should be established for achieving the goal.

  
  

For example, consider a construction company aiming to build a new home. While this is a goal, it lacks specificity. See Figure 1.1.

Specific	Measurable	Assignable	Realistic/Relevant	Time-Related
Single unit, one story home	2,000 sq/ft 1 acre of land	XYZ Construction Co.	Yes, will provide shelter to a homeless family	Completed within 12 months from start date

Figure 1.1: Example of a SMART Goal for a Construction Company

The Importance of Specificity in Goals

A clear and intentional goal provides all stakeholders with the information they need to succeed. In our construction example, the company must specify whether it will build a single-unit home, multi-family dwelling, townhouse, or condo. The measurable aspect could include the square footage on one acre of land. This goal is assignable to XYZ Construction Company, realistic for its intended purpose, and time-related, as it requires completion within one year.

Stakeholders immediately understand that a new 3-bedroom, 2-bathroom home is expected to be built within 12 months. They also know it will not be a multi-family unit, townhouse, or condominium, but rather a one-story, single-unit home constructed by XYZ Construction Company. If issues arise, such as delays, builders are aware of the specific deadline they must meet to avoid additional charges. Establishing SMART goals allows stakeholders to quickly assess their alignment with the intended objective.

The Role of Leaders in Setting SMART Goals

Organizational leaders and managers play a critical role in setting SMART goals and objectives. They establish the tone for all actions and decisions within the organization. These goals should be implemented at all management levels and across various departments. SMART goals serve as a management tool, guiding stakeholders when conflicts or opportunities arise, whether related to market conditions, customer needs, or supplier relationships.

Conclusion: The Path to Effective Goal Setting

In conclusion, setting goals without a means to verify progress can lead to ambiguity. By breaking down goals into specific, measurable components, leaders and managers can make informed decisions about the organization's direction. This structured approach not only clarifies expectations but also enhances accountability and performance across the board.

Additional Resources

For further insights into effective goal setting, consider exploring resources on project management and leadership strategies. Understanding the nuances of SMART goals can significantly impact organizational success.

References

Zutter, S. B. (2019). Principles of Managerial Finance, 15th edition. New York, NY: Pearson.

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Meet Nikia Smith, Director of Project Management Office (PMO), driving success at Business and Wealth Generations. With over a decade of advisory expertise, Nikia orchestrates strategy and operations, spearheading growth and innovation. Beyond his professional endeavors, Nikia actively participates in his community, having served on the Board of Directors at the Project Management Institute Florida Suncoast Chapter in different roles for several years. Recognized for his contributions, he received the PMI Florida Suncoast Chapter Award in 2018 for significantly boosting membership and retention and was also selected to attend the 2019 PMI North America Leadership Institute Meeting in Philadelphia. Nikia holds a bachelor’s degree in management and organizational leadership with a focus on Project Management, alongside several business certificates from St. Petersburg College. He is also certified in CAPM and PMP by the prestigious Project Management Institute. For collaboration opportunities, reach out to Nikia at info@thebusinesswg.com.

The Importance of SMART Goals in Management

While the concept of setting goals seems straightforward, it can be challenging for leaders and managers. SMART goals are often confused with SMART objectives, but they have distinct differences. Goals are typically long-term, while objectives are usually short-term. Both must adhere to the SMART criteria.

Understanding SMART Goals and Objectives

Specific. A specific goal defines an observable action, behavior, or achievement. It should also include a rate, number, percentage, or frequency for better clarity.

Measurable. There must be a system or method for tracking and measuring the specific actions or achievements the objective focuses on.

Assignable. Objectives should be structured so that individuals can realistically achieve them. They must also be clear and delegated properly within the team.

Realistic/Relevant. Employees must view the objectives as significant to the organization. It's crucial that they feel they can influence or change the outcome.

Time-related. Every objective should have a specific deadline for completion, such as a particular date or timeframe within which the goal should be reached.

Specific

Measurable

Assignable

Realistic/Relevant

Time-Related

Examples of SMART Goals in Action

For instance, consider a construction company aiming to build a new home. While "building a home" may be a goal, it lacks specificity. A clearer goal would specify whether it will be a single-family home, multi-family dwelling, townhouse, or condo.

The measurable aspect would detail that it needs to be a two-story building with three bedrooms and two bathrooms. Such a project is assignable to the construction team, realistic in terms of demand, and time-related, requiring completion within a year.

Setting Personal and Professional Goals

Another example can pertain to personal development goals, such as becoming more punctual at work or school. This goal is simple but important. It can be made SMART by specifying the steps to achieve punctuality, measuring improvements in attendance, assigning goals to oneself, ensuring that the need for punctuality is relevant, and setting a timeframe for improvement.

Benefits of Implementing SMART Goals

1. Clarity and Focus: By clearly defining goals, teams can focus their efforts on what truly matters.

2. Motivation: SMART goals can motivate team members to achieve their objectives by providing them with clear benchmarks.

3. Enhanced Performance: With measurable steps outlined, it's easier to track performance and adjust strategies as needed.

4. Improved Accountability: Assigning specific goals enhances personal accountability among team members.

5. Long-term Success: When goals are realistic and time-bound, they contribute to the long-term success of an organization.

   
   

In summary, SMART goals are instrumental in shaping the strategic direction of an organization. When challenges arise, revisiting these structured goals can help management stay aligned with their overall objectives.

Conclusion

SMART goals set the foundation for all initiatives within an organization. They clarify expectations and drive performance. By adhering to these principles, teams can not only achieve their targets but also foster an environment of success and collaboration.

References

Zutter, S. B. (2019). Principles of Managerial Finance, 15th edition. New York, NY: Pearson.

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Meet Nikia Smith, Director of Project Management Office (PMO), driving success at Business and Wealth Generations. With over a decade of advisory expertise, Nikia orchestrates strategy and operations, spearheading growth and innovation. Beyond his professional endeavors, Nikia actively participates in his community, having served on the Board of Directors at the Project Management Institute Florida Suncoast Chapter in different roles for several years. Recognized for his contributions, he received the PMI Florida Suncoast Chapter Award in 2018 for significantly boosting membership and retention and was also selected to attend the 2019 PMI North America Leadership Institute Meeting in Philadelphia. Nikia holds a bachelor’s degree in management and organizational leadership with a focus on Project Management, alongside several business certificates from St. Petersburg College. He is also certified in CAPM and PMP by the prestigious Project Management Institute. For collaboration opportunities, reach out to Nikia at info@thebusinesswg.com.