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.

---

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.