Projects and Operations: An Amicable Separation

Written by Stephen Hay

Introduction Projects and Operations are quite distinct sets of activities that, when mixed, can cause unnecessary havoc withrepparttar management of each. They have different resourcing requirements, require different management styles and have different objectives. Projects are time-constrained and initiate change. Operations are ongoing and suffer change, sometimes unwillingly...

This short paper is a brief overview ofrepparttar 119429 definitions, descriptions and characteristics of each set of activities. And concludes with some recommendations for avoidingrepparttar 119430 worst of "projerations"...


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 * ifrepparttar 119431 set of activities doesn't have an end date, or * ifrepparttar 119432 set of activities does not have a measurable goal.


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 forrepparttar 119433 healthy functioning ofrepparttar 119434 organisation. They can be decomposed into business activities that are usually, but not always, encapsulated by an organisational unit. For example, human resource management,repparttar 119435 activity, is partly encapsulated byrepparttar 119436 Human Resources Department.

Business processes, onrepparttar 119437 other hand, describe howrepparttar 119438 organisation adds value. They are triggered from outsiderepparttar 119439 organisation and finish withrepparttar 119440 organisation delivering something of value.

The two most common diagrams for these views arerepparttar 119441 org-chart and process maps.

Projects Projects are described by their scope,repparttar 119442 requirements they are expected to meet andrepparttar 119443 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 forrepparttar 119444 stakeholders, who may or may not be outsiderepparttar 119445 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 alwaysrepparttar 119446 case. The table below outlines these in a comparative manner so that, inrepparttar 119447 first instance,repparttar 119448 distinction can be made.

Operations * Repetitive * Continuous * Deals withrepparttar 119449 Present * Evolutionary change * Equilibrium * Suffer change * Pre-defined objectives * Stable resources * Stability * Efficiency * Roles * Security and Predictability

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

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119428 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 660

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 ofrepparttar 119429 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 dorepparttar 119430 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 withrepparttar 119431 challenge is critical for your leadership success. Your response will have ramifications far beyond your immediate circumstances. One ofrepparttar 119432 best ways to respond comes from Shakespeare's Henry V.

The stirring speech of Shakespeare's Henry beforerepparttar 119433 battle of Agincourt contains many leadership nuggets. But commentators who recountrepparttar 119434 speech usually overlook a particularly valuable one. They focus onrepparttar 119435 speech's "band of brothers" aspects but neglectrepparttar 119436 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 facingrepparttar 119437 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 torepparttar 119438 coast and board ships for England.

Shakespeare has his Henry respond to these leadership challenges in a telling way. Instead of trying to cajole those who wanted to leave into remaining with him, or onrepparttar 119439 other hand, punish them, he did something much more effective: He actually offered them passports and money to go.

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