Let's assume you are the chairman of certain organisation or company, and ou have an idea to spread your business field. If so, what is the first step to perform this idea ?. That must be planning & Scheduling includeing budget. During performing work to achieve a goal management will be necessary for you to perform the work effectively. That is to say whenever certain organisations perform work, every Work generally contains either operations or projects, although the two may overlap.

Operations and projects have many similiar characteristics; for example, they are performed by people, constrained by limited resources planned, executed, and controlled.

The only one character which distinct from projects is that operations are ongoing and repetitive while projects are temporary and unique. Thus a project can be defined in terms of its distinctive characteristics-a project is a temporary endeavour undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end - time limited condition for instance, all construction project must have its start and finish.

Unique means that the product or service is different in some distinguishing way from all similar products or services. Projects are undertaken at all levels of the organisation. They may involve a sin-gle person or many thousands. They may require less than 100 hours to complete or over 10,000,000. Projects may involve a single unit of one organisation or may cross organisational boundaries as in joint ventures and partnering. Projects are of ten critical components of the performing organisation's business strategy. Examples of projects include developing a new product or service, Effecting a change in structure, staffing, or style of an organisation, designing a new transportation vehicle, developing or acquiring a new or modified information system, constructing a building or facility, Running a campaign for political office, and implementing a new business procedure or process.

Temporary

As I mentioned above, temporary means that every project has a definite beginning and a definite end. The end is reached when the project's objectives have been accomplished, or when it becomes clear that the project objectives will not or cannot be met and the project is terminated. Temporary does not necessarily mean short in duration; many projects last for several years. In every case, however, the duration of a project is finite; projects are not ongoing efforts. In addition, temporary does not generally apply to the product or service created by the project. Most projects are undertaken to create a lasting result. For example, a project to erect a national monument will create a result expected to last centuries. Many undertakings are temporary in the sense that they will end at some point. For example, assembly work at an automotive plant will eventually be discontinued, and the plant itself decommissioned. Projects are fundamentally different because the project ceases when its declared objectives have been attained, while non-project undertakings adopt a new set of objectives and continue to work. The temporary nature of projects may apply to other aspects of the endeavour as well: The opportunity or market window is usually temporary-most projects have a limited time frame in which to produce their product or service.

The project team, as a team, seldom outlives the project-most projects are per-formed by a team created for the sole purpose of performing the project, and the team is disbanded and members reassigned when the project is complete.

Unique Product or Service

Projects involve doing something which has not been done before and which is, therefore, unique. A product or service may be unique even if the category it belongs to is large. For example, many thousands of office buildings have been developed, but each individual facility is unique-different owner, different design, different lo-cation, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the overall effort. For example, a project to develop a new commercial petrochemical plant may require multiple design basis.

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among,

1) Scope, time, cost, and quality.
2) Stakeholders with differing needs and expectations.
3) Identified requirements (needs) and unidentified requirements.

The term project management is sometimes used to describe an organisational approach to the management of ongoing operations. This approach, more properly called management by projects, treats many aspects of ongoing operations as projects in order to apply project management to them. Although an understanding of project management is obviously critical to an organisation that is managing by projects, a detailed discussion of the approach itself is outside the scope of this site. Knowledge about project management can be organised in many ways.

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