Many projects, and in some organizations most projects, fall into the category of operational projects. Their principle constraint is that the processes and practices of the enterprise continue without disruption.
These projects can be quite demanding. Success is often overlooked, as being noticeable probably means you are not doing it right! Stakeholders are, in the main, ‘sleepers,’ and only become interested when there is a problem.
A classic operational project is an office move: endless planning, little senior interest, and precious little thanks from anyone. Other common examples are projects that are ‘like-for-like’ replacements of technology or capability.
From Fix-on-Failure to Planned Maintenance ...