Category: Project Management

Project definition refers to the process of clearly outlining the purpose, objectives, deliverables, and boundaries of a project. It serves as the foundation for planning, execution, and monitoring. A well-defined project includes the following elements:

1. Objectives: Clear, measurable goals that the project aims to achieve.
2. Scope: The specific tasks, activities, and deliverables that the project will include.
3. Constraints: Limits on time, budget, and resources.
4. Stakeholders: Identification of those impacted by or involved in the project.
5. Risks: Potential challenges or issues that might arise.
6. Success Criteria: Benchmarks to measure project success.
7. Requirements: are gathered from all stakeholders ,

• Requirements gathering can take a long time
• While project is completed, only the work in PM plan should be done

Project Management Terms (Gold Plating, Scope Creep) of Project Definition

Gold Plating in Project Definition

Gold plating refers to delivering more than what is required or adding extra features or functionality that were not initially part of the project’s agreed-upon scope. It is done without formal approval and often stems from an overzealous desire to exceed expectations.

Examples of Gold Plating:

• Adding extra software features to a product beyond what the client requested.
• Delivering additional marketing materials that were not in the original plan.

Risks of Gold Plating:

1. Increases project costs and time.
2. May lead to dissatisfaction if the additional features create complications or deviate from the client’s needs.
3. Diverts resources from critical tasks.

How to Avoid Gold Plating:

• Stick to the defined project scope.
• Obtain formal approval for any scope changes.
• Regularly communicate with stakeholders about deliverables.

Scope Creep in Project Definition

Scope creep refers to uncontrolled or unauthorized changes and continuous expansion of a project’s scope without adjustments to time, cost, or resources. Unlike gold plating, scope creep often arises from external factors, such as changing client demands or poorly defined project boundaries.

Examples of Scope Creep:

• Adding additional deliverables because the client requests them midway through the project without formally adjusting the project scope.
• Extending deadlines to accommodate newly introduced tasks.

Risks of Scope Creep:

1. Delays project completion.
2. Leads to budget overruns.
3. Causes team burnout due to unforeseen workload.
4. Risks project failure due to loss of focus.

How to Prevent Scope Creep:

1. Clearly Define the Scope: Develop detailed project requirements in the planning phase.
2. Establish Change Control Processes: Require formal approvals for scope changes.
3. Communicate Boundaries: Ensure stakeholders understand the agreed-upon scope.
4. Regularly Monitor Progress: Use project management tools to identify deviations early.

There are two basic types of project selection models, numeric and non-numeric. Both are widely used. Many organization use both at the same time or they use models that are combinations of the two

1. Numerical Models

Numerical models are quantitative methods that use numerical data and calculations to evaluate and compare projects.

Characteristics:

• Relies on measurable data (e.g., costs, revenues, time).
• Objective and data-driven.
• Focuses on financial or quantifiable outcomes.

Types of Numerical Models:

1. Profitability Models:
   • Evaluate financial viability.
   • Examples:
     • Net Present Value (NPV): Measures the present value of cash flows against investment costs.
     • Internal Rate of Return (IRR): Calculates the discount rate where NPV equals zero.
     • Payback Period: Time required to recover the project investment.
     • Benefit-Cost Ratio (BCR): Ratio of benefits to costs; a higher BCR is preferred.
2. Scoring Models:
   • Assigns weights to criteria based on importance and scores projects accordingly.
   • Example:
     • Weighted Scoring Model: Combines scores across criteria (e.g., risk, ROI, alignment with strategy).

Advantages:

• Provides clear, comparable metrics.
• Helps assess financial feasibility and return on investment.

Disadvantages:

• May overlook non-quantifiable benefits (e.g., reputation, employee satisfaction).

2. Non-Numerical Models

Non-numerical models are qualitative approaches that rely on subjective assessments and strategic considerations.

Characteristics:

• Focuses on alignment with organizational goals and priorities.
• Emphasizes qualitative factors like innovation, market trends, or social impact.
• Less dependent on numerical data.

Types of Non-Numerical Models:

1. Checklist Model:
   • Projects are evaluated using a checklist of criteria (e.g., “Does it align with organizational goals?”).
   • Simple “yes” or “no” answers determine project viability.
2. Strategic Alignment Model:
   • Assesses how well a project aligns with the organization’s strategic objectives.
3. Profile Model:
   • Compares projects based on risk and return profiles.
   • Helps visualize trade-offs between risk and potential benefits.
4. Sacred Cow Model:
   • Projects are selected based on leadership preferences or strategic directives, regardless of other factors.

Advantages:

• Captures non-financial and strategic benefits.
• Useful for innovative or exploratory projects.

Disadvantages:

• Subjective and prone to bias.
• Lacks consistency across evaluations

There are following three type organization in Industry

[1] – Functional Organization It is Power of Functional Manager

Features of Functional Organization

• Employees are grouped based on their functional areas of expertise, such as marketing, finance, IT, or human resources.
• Each function operates independently, with a clear hierarchy and reporting structure.
• Departments work on their specific tasks and are managed by functional managers.
• The project manager’s role is limited or nonexistent; functional managers have full control.

Functional Organization: Suitable for organizations with routine operations and minimal project demands.

[2] – Projectized Organization:: It is Power of Project Manager

Features of Projectized Organization

• The organization is structured around projects rather than functional departments.
• Teams are formed specifically for projects, and team members report directly to the project manager.
• The project manager has full authority over the team and resources.
• Teams are disbanded after project completion & The organization focuses on delivering projects.

Projectized Organization: Ideal for project-focused industries like construction or event management.

[3] – Matrix Organization:: combination of both Functional & Projectized organization

Features of Matrix Organization

• Combines elements of both functional and projectized structures.
• Employees report to both functional and project managers, sharing responsibilities between their department and projects.

Matrix Organization is most popular Organization.

Matrix Organization: Best for organizations balancing both ongoing operations and multiple simultaneous project

[a] – Strong Matrix

The project manager has more authority, similar to a projectized organization.

[b] – Balanced Matrix

• Equal authority between functional and project managers.
• Both collaborate to make decisions.

[c] – Weak Matrix

• Functional managers retain primary control.
• The project manager has a coordination role with limited authority.

Relationship Between Both Project Manager & Functional Manager & Matrix

Organization: The highest level of the hierarchy. Defines strategic goals, vision, and mission.

“Allocates resources to portfolios, programs, and projects to achieve business objectives”

Portfolio: Portfolio is collection of Programs & Projects

Portfolio is A collection of programs, projects, and operations grouped together to align with organizational strategy.

Program: Program is collection of Projects.

Program is a group of related projects managed in a coordinated way to achieve benefits not achievable individually.

Project: Project is collection of Products.

A project is a temporary endeavor undertaken to create a unique product, service, or result. It is defined by specific goals, a start and end date, and constraints such as time, cost, and resources.

Products are often managed over their lifecycle to provide ongoing value to the organization.

Product: Product is The final deliverable or result of one or more projects, it’s both services or goods.

Products are often managed over their lifecycle to provide ongoing value to the organization.

Organization Business Flow