This short paper is a brief overview of definitions, descriptions and characteristics of each set of activities. And concludes with some recommendations for avoiding worst of "projerations"...

Definitions

Projects Most project management approaches define a project using terms such as: * a series of interrelated activities, * with a specific goal or end result, and * having specific start and finish dates.

Operations So we can broadly say that anything else is operations; upkeep activities or incremental improvement. Three key indicators that show when a set of activities is not a project (ie. is operations) are: * if there is no commitment to move ahead, or * if set of activities doesn't have an end date, or * if set of activities does not have a measurable goal.

Descriptions

Operations Operations can be described in terms of business functions or activities and business processes. Business functions are those groups of competence that are needed for healthy functioning of organisation. They can be decomposed into business activities that are usually, but not always, encapsulated by an organisational unit. For example, human resource management, activity, is partly encapsulated by Human Resources Department.

Business processes, on other hand, describe how organisation adds value. They are triggered from outside organisation and finish with organisation delivering something of value.

The two most common diagrams for these views are org-chart and process maps.

Projects Projects are described by their scope, requirements they are expected to meet and resources required to meet them. They have a deadline, milestones, stakeholders, steering groups, a budget, and change and communication plans.

They are initiated, planned, executed and completed. They add value for stakeholders, who may or may not be outside organisation.

The most common diagrams to help describe projects are: a GANTT chart for resource allocation, and PERT chart for critical path analysis.

Characteristics of Projects and Operations Activities grouped to form Projects or Operations are easily identifiable as each has its own set of characteristics. Generally speaking they are mutually exclusive though this is not always case. The table below outlines these in a comparative manner so that, in first instance, distinction can be made.

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Summary: Most leaders eventually have to contend with people who want to leave their team or organization. How you deal with such situations can be one of most important things you do as a leader. Here is a simple but powerful process, taught by Shakespeare's Henry V, that will help insure you do right thing.

A Rare Leadership Skill: Dealing With People Who Want Out By Offering Crowns For Convoy by Brent Filson

As a leader, you'll inevitably be faced with people wanting to leave your team or organization. Dealing with challenge is critical for your leadership success. Your response will have ramifications far beyond your immediate circumstances. One of best ways to respond comes from Shakespeare's Henry V.

The stirring speech of Shakespeare's Henry before battle of Agincourt contains many leadership nuggets. But commentators who recount speech usually overlook a particularly valuable one. They focus on speech's "band of brothers" aspects but neglect fact that Henry also said that if any of his soldiers would rather not fight, he'd give them passport and "crowns for convoy" back to England.

Henry was aware that some of his soldiers were reluctant to fight; for he led a rather bedraggled army. History recounts they had marched 260 miles in 17 days. They were short of food. They were drenched by two weeks of continuous rain. Many of them were suffering from dysentery contracted from drinking fetid pond water. And they were facing flower of French knighthood, knights who were rested, better equipped and eager for battle. So there were probably many soldiers who wanted to avoid battle, get quickly to coast and board ships for England.