What is Project Management? The definition of Project Management may be a philosophical question or a practical one. But either way, it’s one every project manager needs an answer to.
You may have thought that the definition of Project Management would have been the first article we wrote for this site. But it wasn’t. So now, four years late, we’ll set that right.
In this article, we’ll look at the definition of a project, and what is project management. And, in our typical way, we’ll aim to be thorough.
So, that means we’ll:
And we will compare definitions from several important sources:
The headings and bullet points above are navigation links.
There are many definitions of what a project is, but they all overlap to a degree. Soon, we’ll look at formal definitions. And we’ll be sure to cover the definitions of project and project management that all the main players adopt.
But first, let’s take a look at the basics.
Getting stuff done: that’s what projects are all about. Call it an initiative, a job, an assignment, an undertaking, an engagement, a venture or a scheme, an enterprise or a quest. Call it what you like: everybody has, at some time, to get stuff done, to make a change, to create something new.
Often, we call that a project.
Projects are new: they do something novel that has not been done before – or, at least, has not been done before, by you, in this place, and in this way. And they also tend to involve different steps, different materials, and different people. This makes them complicated and, therefore, risky.
There are lots of things you’ll need to coordinate, usually to achieve a pre-defined outcome by a specific date. Projects make change happen and produce something new and of value. To do this, there will be many tasks that you’ll need to plan and manage and, often, there will be a limit to the amount of the resources available to make all of that happen.
Whilst there are formal definitions of projects available to formal project managers (we’ll get to them soon), the truth is that there are a lot of features that projects share. But many do not have all of them. Here’s is a checklist of those features.
Does what you need to do have many of these features?
If it has: call it a project.
If you have a project, then Project Management is the job of making it happen. And the person who does that job is a Project Manager.
I’m guessing you came here for a formal definition of a Project. So let’s look at what some smart people say:
A temporary endeavor undertaken to create a unique product, service, or result.
The Project Management Institute (PMI),
in The Project Management Body of Knowledge, 6th Edition (The PMBOK Guide)
This is the most succinct of the definitions, so a great place to start. In just 12 words, it captures the essence of a project. So, it is little wonder to me that this is the definition I have seen most often.
A unique, transient endeavour undertaken to bring about change and to achieve planned objectives.
The Association for Project Management (APM),
in The APM Body of Knowledge, 6th Edition (The APMBoK)
Not only is this similar in substance; it also adopts a similar style. I do like the reference to bringing about change. But, I am less happy about ‘achieving planned objectives’.
It’s not that I disagree. But then, I am a traditional project manager with a background in predictive project management. I am not sure how this aspect of the definition holds up in Agile projects, so I suspect this definition will need to evolve, in a future 8th Edition.
For more on the comparison between planned, predictive projects and adaptive, agile projects, check out our article: ‘Agile vs Waterfall: Which one is Right for Your Project?‘
A temporary organzation that is created for the purpose of delivering one or more business products according to an agreed business case.
Axelos (owners of PRINCE2),
in Managing Successful Projects with PRINCE2, 2017 Edition (The PRINCE2 Guide)
I really like this definition. It differs from the others in two significant ways. It:
IAPM defines a Project as having:
1. An objective definition before work commences
The International Association of Project Managers (IAPM),
2. Limited resources
3. Need for interdisciplinary cooperation
4. Defined responsibilities for results
5. Complexity
6. Novelty
7. Defined start and finish
Adapted from PM Guide 2.0: Guideline for the Certification of Project Managers
As far as I can discover, the IAPM does not have a single, succinct definition of a project. But what they do have is a seven-point test. If what you need to do passes all seven tests: it’s a project!
If it passes some of the tests, they recognize that it can benefit from a project management methodology. But if most answers are no, then you may be best off treating the task as a routine operation.
A project is defined as a
The International Project Management Association (IPMA),
‘unique, temporary, multidisciplinary and organised endeavour to realise agreed deliverables within pre-defined requirements and constraints’
in Project Excellence Baseline for Achieving Excellence in Projects and Programmes, Version 1.0
This is a pretty standard definition. However, I do feel that the language is ugly. It feels like it’s been written by technocrats with no literary soul!
A coordinated set of tasks, which together create a defined new product, process, or service within a constrained time and resource budget.
OnlinePMCourses,
in How to Manage a Great Project, Mike Clayton (Pearson Education Limited, 2014)
I created this definition to capture all the elements I consider most important. Notice the one thing that this definition has, which no other definition (save, perhaps, the IAPM non-definition).
I define a project in terms of ‘a coordinated set of tasks’. This is because:
Okay, now we know what a project is, the definition of project management must surely be ‘the job of making it happen’!
Far too often, we find that project management is a race to complete a poorly defined thing by an artificial deadline, by co-ordinating a disparate bunch of people who each has their own agendas, prejudices, and ideas about how to manage the chaos of a complex, novel, and urgent endeavor, for which they will never be properly thanked.
Let’s start again…
Good Project Management is a structured process that deals with all of the defining features of a project. It:
Let’s see how the smart people define Project Management.
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
The Project Management Institute (PMI),
in The Project Management Body of Knowledge, 6th Edition (The PMBOK Guide)
Once again, the PMI scores with the most succinct stand-alone definition of Project Management. An extra comma wouldn’t go amiss!
The application of processes, methods, knowledge, skills and experience to achieve specific objectives for change.
The Association for Project Management (APM),
in The APM Body of Knowledge, 6th Edition (The APMBoK)
Once again, the APM charts a similar path to the PMI. Change is here again, but not (thankfully) the word ‘planned’ applied to the objectives. ‘Specific’ is better.
I do like that APM adds ‘experience’ into the mix, which PMI sadly omits.
The planning, delgating, monitoring and control of all aspects of the project, and the motivation of those involved, too achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risk.
Axelos (owners of PRINCE2),
in Managing Successful Projects with PRINCE2, 2017 Edition (The PRINCE2 Guide)
As I’d expect, the PRINCE2 guidance is strong on the governance aspects of the job. It’s also solid on what project management delivers – with a welcome addition of benefits and risk to the familiar quartet of time, cost, quality, and scope.
But what is excellent about this definition is the inclusion of ‘motivation of all those involve’. This talks about management (and leadership) of people, as well as of the project.
I can find nothing explicit from either of these organizations. If I’ve missed something that you’re aware of, please let me know – with a reference.
I’ll not only update this section: I’ll fully credit you where I do.
The process of managing a project. Deploys tools, processes, and attitudes that deal with the complexity and uncertainty inherent in a project.
OnlinePMCourses,
in How to Manage a Great Project, Mike Clayton (Pearson Education Limited, 2014)
Firstly, you’ll see from the first sentence that I am nothing if not literal!
But for me, the important part is the ‘tools, processes, and attitudes’. I explain more about that in my video: ‘What is Project Management?’
For all that we discussed in the definition of Project management, a project manager needs an impressive range of skills and attributes.
So, think of a project manager as a circus performer. You need to be able to keep lots of plates spinning whilst juggling many balls in the air.
The tension between getting the tasks done and managing relationships will be ever-present. Perhaps your most important challenge will be to balance that tension.
If that sounds like a job for a superman or superwoman; it is. There are three domains a project manager needs to pay attention to, if you are to thrive in the role and achieve all the things that project management needs to do. You need to be able to:
So let’s cut out the jargon and call you what you really are: a doer, an organizer, and a succeeder.
But, you may need the jargon. So, once more let’s see what the smart people say…
The person assigned by the performing organization to lead the team that is responsile for achieving the project objectivs.
The Project Management Institute (PMI),
in The Project Management Body of Knowledge, 6th Edition (The PMBOK Guide)
This would have made it three-for-three for the PMI in terms of beautifully succinct definitions. I can’t argue with the sentiment, but I hate the term ‘performing organization’. I know god grammar requires the ‘by whom’, but I can’t help thinking that ‘The person assigned to lead…’ would have been even more elegant!
The person given the authority and responsibility to manage the project on a day-to-day basis to deliver the required products within the constraints agreed with the Project Board.
Axelos (owners of PRINCE2),
in Managing Successful Projects with PRINCE2, 2017 Edition (The PRINCE2 Guide)
This is a pretty pedestrian definition. There’s nothing to either disagree with; nor to find inspiring.
I can find nothing explicit from any of these organizations. If I’ve missed something that you’re aware of, please let me know – with a reference.
I’ll not only update this section: I’ll fully credit you where I do.
A cricus performer who can keep juggling relationships with the many people involved in a project, whilst keeping many tasks spinning like plates. A good project manager must be able to get things done, organize people and processes, and succeed at influencing, motivating, and inspirting their teams.
OnlinePMCourses,
in How to Manage a Great Project, Mike Clayton (Pearson Education Limited, 2014)
Okay, so I’ll accept that it is based on a somewhat audacious metaphor – a circus performer. But I hope you’ll agree with two things:
Ultimately, what matters far more than any definition of the term Project Manager is the role you need to fulfill. Here is a short video where I spell out the components.
Some organizations are unable to deploy their own Project Managers. As a result, they would want to consider securing Project Management consulting services to fulfil these project management responsibilities, such as:
My mailbag (virtual of course) is not unusual. Look in forums like Facebook Groups and Quora, and you’ll see loads of questions that amount to:
‘What is the difference between Project Management and …?’
Well, I’ve answered many of them and I’ll do so again here.
I guess it’ obvious that the one is the management of projects, while the other is the management of day-to-day operational processes. So, the real question is: ‘how do the two differ?’
Having done very little operational management, I could easily fall back on stereotype. Project management is constantly challenging variety, while operational management is familiar day-after-day sameness.
But that’s simply not true. If day-to-day operations were always the same, then we wouldn’t need human managers. I think the difference is in degree and therefore in their priorities. Both share a lot, but the balances are different.
Project managers deal with change. And people react to that. So, Project Management has a far greater element of engaging with stakeholders. There is also less that is familiar, because we are making changes. Therefore, the project management role also includes a lot more risk management.
The flip side of change is constancy. Operational managers must deal with long-life processes and relationships. So their emphasis must be on maintenance and constant improvement. Their people management focus is on long-term development. For a project manager, we aim to develop people within the context of our projects. It’s only when we take on a mentoring role that we start to look with a ‘whole career’ perspective.
Likewise, operational managers will aim to constantly improve their operational processes. Project managers try to optimize a process early on, and then focus on making it work well. Yes, we take opportunities to tweak or processes, based on lessons learned. But our focus is on using the processes to get things done, and improving them next time – on our next project.
It’s to big a topic to do justice to in this short subsection. But the essence is this. A program is a coordinated cluster of projects and related initiatives. They share something important; some or all of:
Program Managers oversee programs in the way that project managers oversee projects. The big differences for me are:
Portfolio Management is absolutely an enterprise-level activity. It’s about delivering a strategy by crafting and overseeing a portfolio of changes. And those changes will come about as a result of a portfolio of programs, stand-alone projects, and other initiatives.
Portfolio managers need to be strategic thinkers who can operate comfortably at C-Suite level.
In a way confusing these two is a category error. Product Management is part of operational management. There are, however, some overlaps, so perhaps the confusion is not only because the two sound alike!
Product management is an operational role of taking care of a single product or product range, or a set of related products through the whole lifecycle:
My experience of training and working with product managers is that project management skills are a valuable addition to their professional toolkit.
The two terms are not used wholly consistently. Indeed, it can often depend on the company or organization itself.
But, in general, the Project Controller or Project Coordinator (PC) is a lower-status role than that of Project Manager. A PC will often perform administrative duties or act as a support to a project manager. They may also act as a day-to-day source of coordination on a ‘routine’ project, while the PM gads about doing other things.
But also be aware that some PMs use the term ‘Project Coordinator’ as a derogatory term for a fellow project manager whom they do not consider to be managing ‘serious’ or ‘significant’ projects. This is clearly absurd, disrespectful, and obviously a sign of insecurity!
So, to conclude, what matters is the brief you have. If it’s purely administrative and involves less decision-making, stakeholder engagement, or other leadership activities, the Project Coordinator label fits better. But don’t let people fixate on labels.
‘A rose by any other name will smell just as sweet’.
Project Support and Project Administrator roles are just like the coordinator or controller roles in that they can be at a lower level of responsibility than that of the Project manager. But they differ in that there is no doubt. The very titles make it clear that the Project Support and Project Administrator roles are about supporting a PM and focusing on more mechanistic administrative tasks.
PRINCE2 defines Project Support as:
An administrative role in the project management team. Project support can be in the form of advice and help with project management tools, guidance, administrative services such as filing, and the collection of actual data.
Axelos (owners of PRINCE2),
in Managing Successful Projects with PRINCE2, 2017 Edition (The PRINCE2 Guide)
Did they say ‘actual’ data? Yes, they did!
Did I miss any useful project management definitions? Or did I get any wrong? Please do comment below and I’ll be sure to respond.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
Session expired
Please log in again. The login page will open in a new tab. After logging in you can close it and return to this page.