Project categories

Introduction

Once the feature is reached the definition of a project from PMI (2007, P.4) that unique product, service, or result, and a temporary endeavour, then it is considered as a project. Moreover, because of the complexity and the business fast developing, there are many categories such as ‘project’, ‘mega-project’, ‘programme’ and ‘portfolio’ according to many factors like the functional, the size (term) of project, organisation strategy, stakeholder requirements.

The different and relationship project categories

There are some relationships between these ‘project’, ‘mega-project’, ‘programme’ and ‘portfolio’. Some of them are uncertainty, such as the ’project’ and ‘programme’, the word between project and programme are used interchangeably sometimes (Pellegrinelli, 2011, p. 234). In some way, it is the same thing when mentioned a project or programme. However, the difference between them, it could be considered a programme is one kind of project, or it is a subsequence serial process in a project. In the IT industry, a programme could be some serial tasks worked by separated team assignments.

Depends on the factors, a project is categorised and illustrated as a mega-project and portfolio project. The size of the project is vast, and the budget involved vast, it is a mega-project which usually influence a lot in the business process, the organisation structure. The function and strategy in need of complexity, more even project is cross different platform to cooperate, it is considered to apply portfolio project management. Many mega-projects implemented and managed with portfolio project management, but not all of them. Some mega-projects could be pure in their function.

Distinctive programme activities and organisational configurations

According to Vereecke(2003, pp.1281-1282) described the four distinct types of programmes as below figure.

It is illustrated that programme activities and organisational configuration were set according to different cases. For the different type of project would be handled with relative management approach and organisational structures. Moreover, it is important to set up a suitable management approach at the start of the project, so as the subsequence process could be worked properly. From the above type A to D, compared with these project, programme, mega-project and portfolio, the keywords are ‘Initiative’ and ‘Groups’. It is a kind of measure for the function and the degree of complexity.

As the general responsible for the delivery of project success, a project manager is an important role in the position of organisation structure. (Meredith & Mantel, JR, 2012, p. 101). In complex project management, the relationship with stakeholders required to take care of. Beringer (2012) stated the stakeholder management and the influence depends on different category project, especially for project portfolio management which involved complexity more risk and control.

Conclusion

All in all, the definition and concept between project and programme are interchangeable, but it would be clear when it applies in actual practice. Therefore it is considered that implementing any project is unique. The project portfolio becomes common since the business complexity and the gap of industry required, however, it depends on the project size and budget how the purpose from the stakeholder, so that the project could be mega-project or several programme phases under the project portfolio management.

References

Beringer, C., Jonas, D. & Gemünden, H. G., 2012. Establishing project portfolio management: an exploratory analysis of the influence of internal stakeholders'interactions. Project Management Journal, 43(6), pp. 16-32.

Meredith, J. R. & Mantel, JR, S. J., 2012. Project management: a managerial approach. 8 ed. s.l.:Hoboken, NJ: John Wiley & Sons, Inc.

Pellegrinelli, S., 2011. What’s in a name: project or programme?. International Journal of Project Management, 29(2), pp. 232-240.

Project Management Institute, 2017. A guide to the project management book of knowledge (PMBOK® Guide). 6 ed. s.l.:Newton Square,.

Vereecke, A., Pandelaere, E., Deschoolmeester, D. & Stevens, M., 2003. A classification of development programmes and its consequences for programme management. International Journal of Operations & Production Management, 23(10), pp. 1279-1290.