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Smaller Projects

The word ‘project’ covers an incredibly wide range. Many approaches to project management do little in the way of considering the size and nature of the project - almost a ‘one size fits all’ approach.
But in terms of how organisations approach their projects, there are two distinct groupings (and, of course, many variations within these).

There are the formal projects that are often large, run with a dedicated project budget and project team, having high corporate buy-in and visibility. They are often managed by structured methods, such as PRINCE2(R), and supported by project management professionals.

Then there are the others, that at Morton Solutions we call ‘smaller projects’. These do tend to be smaller in scope and impact (although not always, and this does NOT mean that they are unimportant), and less formalised.

 

Some of the characteristics may include:

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Lack of formal structure, roles and responsibilities
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The project manager may well not be a project management professional
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The project manager has other important responsibilities besides the project
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There is little “corporate visibility”
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The funding (and provision of other resources) may be unstructured
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There tends to be no corporate tools, approach, or support
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There may be a culture or attitude of “just make it happen” with a sense of negativity towards any attempt to introduce formality in the project management.