Project Management Concepts
Core distinctions
A project is a temporary, unique effort that creates a defined product, service, or result. Operations are ongoing and repetitive. Programs group related projects; portfolios group projects, programs, and operations to meet strategic goals. A common trap is labeling routine, indefinite work as a project.
Constraints and lifecycle
Projects balance scope, schedule, cost, quality, resources, and risk; changing one usually affects others. Process groups are initiating, planning, executing, monitoring/controlling, and closing. Predictive, iterative, and adaptive approaches all use these groups, though the amount of upfront planning varies.
People and authority
The sponsor funds the project, approves the charter, and removes organizational barriers. The project manager plans and coordinates day-to-day work. The team performs the work. The charter authorizes the project and the PM. Organizational structure affects authority: functional organizations give the PM little authority, matrix organizations share it, and projectized organizations give the PM high authority. A PMO supports or governs projects.
Artifacts and terms
Know the charter, stakeholder register, business case, issue log, and lessons register. A risk is uncertain and future-oriented; an issue is already happening. An assumption is believed true but unconfirmed; a constraint is a limit.
Traps
Do not confuse sponsor and PM accountability, and do not say the PM approves the charter. Lessons learned are captured throughout the project, not only at closure.
Rule of thumb
If work repeats indefinitely with no defined end, classify it as operations. A new PM lacking formal authority should locate the approved charter and engage the sponsor before directing work.