Things are not always what they seem.
CHAPTER LEARNING OBJECTIVES
After reading this chapter, you will be able to:
Define a project
List a project's characteristics
Distinguish a project from a program, activity, and task
Understand the five parameters that constrain a project
Know the importance of defining and using a project classification rule
Understand the issues around scope creep, hope creep, effort creep, and feature creep
To put projects into perspective, you need a definition—a common starting point. All too often, people call any work they have to do a "project." Projects actually have a very specific definition. If a set of tasks or work to be done does not meet the strict definition, then it cannot be called a project. To use the project management techniques presented in this book, you must first have a project.
A project is a sequence of unique, complex, and connected activities that have one goal or purpose and that must be completed by a specific time, within budget, and according to specification.
This definition tells you quite a bit about a project. To appreciate just what constitutes a project, take a look at each part of the definition.
A project comprises a number of activities that must be completed in some specified order, or sequence. An activity is a defined chunk of work.
Chapter 4 expands on this informal definition of an activity.
The sequence of the activities ...