Updated: Aug 11
A passing grade on an exam, increase in profits, championship celebrations, vacations, cruises, colonizing Mars, improved quality, family gatherings, newly built venues or residential buildings, skyscrapers, new school clothes, graduations are all projects, right? No, that is not right. They are examples of outcomes or results of projects. So, if those are the outcomes or results of projects then what is a project?
According to A Guide to the Project Management Body of Knowledge’s 7th edition, it defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” (A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition and the Standard for Project Management, 2021, p. 4). Projects have a start and end date and are not ongoing. They can be short, in duration, or long. Can be a several weeks to several years. They can be one phase or many phases. Strategic management (projects) cannot be implemented without business management (operations). While top-down and bottom-up approaches can each be used independently, they work best when aligned—especially from an organizational perspective. The top-down approach often relates to project direction and strategy, while the bottom-up approach is closely tied to business operations and day-to-day decision-making. Together, they create a more balanced and effective way to manage both projects and the overall business. In the context of family, projects are a spouse to operations and operations are a spouse to projects. They are married and in it together. One is no important than the other.
Projects, simply put, imply action. You can think of projects as verbs. Literally. Developing, designing, testing, identifying, modifying, expanding, and divesting represent action taking place. These verbs are utilized in a temporary context against a requirement, task, or responsibility.
Examples of projects could include, but are not limited to, the following:
Executing a strategic plan
Identifying and targeting a market segment
Developing a new mobile app
Implementing a new methodology
Finding a new doctor
Completing coursework towards a degree
Selecting a new business location
Hiring new staff
Shopping
Constructing a new residential condominium
Creating a new division within the organization
Projects can be anything. How vague or detailed a project is can be a difference maker though. Projects can lead to high or low morale, happy or unhappy stakeholders, wealthier clients, satisfied clients or customers, eliminated waste, reduced costs, and on and on.
“Projects drive change in organizations. From a business perspective, a project is aimed at moving an organization from one state to another state in order to achieve a specific objective" (A Guide to the Project Management Body Of Knowledge Sixth Edition, 2017, p. 6).
Figure 1-1 illustrates an example of an organization at their current state with only three divisions seeking to undertake a project to create a new division, its future state. The perceived benefit is the new division will bring value (or generate revenues) and better efficiency for the organization and its affected stakeholders. Project activities, also known as work packages, are the project work needed to achieve the project deliverables. The project deliverables are the output needed to achieve success for the entire project. Project deliverables can be thought of as pieces to a puzzle. Like a puzzle, all pieces must fit for the puzzle to be completed. Same concept for projects. Completing deliverables, in the context of a project, on time and under budget are considered a project success. In the case of the new division project, success would mean launching the division by the agreed upon deadline without going over the allocated budget. Meeting both the time and cost goals is a clear indicator that the project was effectively managed and achieved its objectives. Does a completed project mean excellent or even good quality? Of course not. That’s where the triple constraints theory becomes important.
See Figure 1-2 Triple Constraints Theory. What you do or not do in a project (scope), project budget (costs), and how long it takes (time) influences the quality of a project. These three are known as the triple constraints and they impact quality. Quality of results. Quality of services. Or quality of products. Tradeoffs have to be made. An extension of time may require additional funding; lowering the project budget may mean de-scope (some of the scope is removed); or low quality may indicate the need for additional scope. These all depend on the client or customer's requirements and/or budget allotted for the project. Projects can be a match made in heaven, a total nightmare, or somewhere in between. Good strategic planning and good strategy execution lead to good selection and implementation of projects. Care and consideration of these relevant constraints during projects are critical so they can end on time, under budget…and of quality.
Quality brings value. Business value creation is derived from projects. Value can be strategic, financial, tangible, or intangible. Most organizations strive for a combination and a healthy balance between them all. Many factors can spark a project. External drivers, macroeconomic conditions, the need for improvements, regulatory and legal requirements, demands from clients or customers, political changes, social needs, environmental considerations, or economic changes could be factors in deciding to launch a project. The key point is that projects are brought about to address issues, to resolve issues, to execute plans, to meet social or regulatory or legal requirements, to satisfy stakeholder needs or demands, or to address what 'sparked' the project in the first place.
Projects utilize time and resources…such as money and people. Because projects are temporary and have a start and end point, the time and resources needed are temporary in nature as well and are to be released back to operation once the project is finished. The misconception that organizations have is that the same people in operations work on projects with the expectation of at- or above-average performance results. In practice, projects are separated into project teams with roles and responsibilities. Day-to-day titles and responsibilities are non-existent on a project team whereas project roles and responsibilities are the culture and norms of projects that governs project teams. The reality is that humans can reach burn out sooner than a robot or automation. Not to mention low morale, declining mental or physical health. Projects help to support, attack, protect, and improve situations that need attention. Projects can be predictive or uncertain.
Projects can be conceived and worked through completion by any individual, team, or organization. How effective and efficient they can be is the difference between success or failure, gains or deficits, etc. Project management is sought after and naturally comes into play and becomes an essential part of the project process.
Application of project management is where the fork in the road becomes most apparent. “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 Sixth Edition, p. 10). Most organizations seek certified project professionals that can apply project management knowledge, tools, and techniques to support or drive change in their organizations. Stakeholder buy-in, understanding roles and responsibilities, governance and oversight are a few of the necessities for a successful project. Certified project professionals initiates, plans, executes, monitor and controls the project, as well as closes out projects increasing the likelihood of projects achieving success.
Once the project is finished, the results of the project can be or are incorporated into the organization’s operations as seamlessly as possible, and the resources are released back to their normal duties.
As we progress into the second half of the decade into 2026, we are subject to more projects. More projects are being implemented to find and reduce waste, for cost-savings, and to improve business processes. While operations are here to stay, automation is being pushed by organizations leaving the projects to the ‘freed up’ resources so they can be better used. The best thing organizations can do is embrace this inevitable change and find a way to co-exist with the onset of artificial intelligence and automation. After all, projects that focus on optimizing automation and artificial intelligence with its human resources will have greater leverage than another organization whose sole focus is on one specific area: automation, artificial intelligence, or human resources.
References
A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition and the Standard for Project Management. (2021). Newtown Square: Project Management Institute.
A Guide to the Project Management Body Of Knowledge Sixth Edition. (2017). Newtown Square: Project Management Institute.
Meet Nikia Smith, the Project Management Consultant, 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. In 2025, Nikia was selected as one of just fifteen emerging leaders to represent Higher Education at the Florida State Capitol in Tallahassee, Florida. That same year, he successfully completed a six-month leadership program at St. Petersburg College, where he and his team developed an organization-wide project and earned a Top 3 ranking. Nikia holds a bachelor’s degree in management and organizational leadership with a concentration in 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.