Project Types

The project produces an artefact. The value generated by the project is embedded in the artefact. The artefact may be a complex system with human and mechanical components.

Examples:

Warship
Jubilee line extension
Millennium dome
Customer call centre
Method guidebook
IT system

Research Projects

The project produces knowledge. The knowledge may be formally represented as models, patterns or patents. Or the knowledge may be embedded in a working process or artefact.

Examples:

Business modelling
Developing a model of the UK economy
Developing a new species of wheat
Developing novel approaches to project management.
Military intelligence/ codebreaking.
The analysis, testing, QA or evaluation portions of a larger project.

Reengineering Projects

The project produces a desired change in some system or process.

Examples:

Taking sterling into the Euro
Renumbering the UK telephone system
Implementing PRINCE project management practices into a large organization.
Designing and installing an Intranet.

Procurement Projects

The project produces a business relationship contractually based with a selected supplier for a defined product or service based on a fixed specification and/or a defined specification process

Examples:

Outsourcing a specific construction or research project
Outsourcing a complete business function (such as IT).
Imposing new rules and measures on a regulated industry.

Business Implementation Projects

The project produces an operationally effective process. The value generated by the project is embedded in the process.

Examples:

Developing a new business process to repackage and exploit existing assets.
Installing e-commerce

Some projects are difficult to classify under this scheme.

National symbolic programmes:

Putting a man on the moon by the end of the decade.
Mitterand’s Grandes Projects.
New Labour

Large medical programmes:

Creating an artificial heart.
Mass inoculation programmes.

Other hybrid or interdisciplinary projects

Pilot projects
Moving offices

In most cases, this difficulty arises from an ambiguity about the primary purpose of the project. Are we doing this pilot for its own sake, or merely as an experiment? Are we doing this drug trial to benefit current patients, or to create knowledge that will benefit future patients? What’s the real political agenda? Of course, we must be able to handle hybrid projects - but we may need to surface the underlying ambiguity.

Where do we start? How do we know when to stop? When can (should) we evaluate the results?

Each type of project yields different answers to these questions - and this implies that each type of project needs a somewhat different process and management style.

	start	stop	evaluate
Construction	With a set of requirements. With a defined solution.	When the artefact is “complete”. When the requirements are satisfied.	On delivery of the artefact. Over the lifetime of the artefact.
Research	With a hypothesis. With a problem.	When the time runs out. When we detect diminishing returns.	When the knowledge is confirmed or disconfirmed by later work. When the knowledge is used by later work.
Reengineering	With a problem. With an opportunity. With an (imported) solution.	When we seem to be ahead of the game. When some higher process changes the game we’re playing.	At any time.
Procurement	With a set of requirements. With a defined solution.	We construct a tender document that is “complete”. We sign a contract with the supplier who seems to be ahead at the end of the tender period.	Over the lifetime of the contract. On completion of the contract.
Business Implementation	With an opportunity. With a business concept.	When the process is operational. When the process has been running smoothly for a defined period. When the business benefits are starting to become visible.	When the process has been running smoothly for a defined period. When the business benefits are starting to become visible. Over the lifetime of the process.

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