Back to: Project Management Essentials – Free Taster Lesson
It's Good to SeeYou Back Again!
In this lesson we are going to define exactly what makes a project and the reasons for not managing them the same way a Business As Usual (BAU)
We'll be answering these questions:
What exactly makes something a project — and what doesn’t?
Is It a Project or Just Business-as-Usual?
We use the word “project” all the time — at work, at home, even at the weekend.
“I’m managing a new client project.”
“Let’s finish the marketing project before Friday.”
“I spent Sunday on a DIY project.”
But pause for a moment and ask:
What exactly makes something a project — and what doesn’t?
It might surprise you how often the difference gets overlooked.
🎯 So, What Is a Project?
At its core, a project is:
A temporary piece of work designed to deliver a specific result, with a clear beginning and end.
Let’s break that down into three essentials:
- Temporary: A project has a defined start and finish.
- Unique outcome: It creates something specific — a product, service, event, or improvement.
- One-off: It’s different from day-to-day operations, even if it looks familiar.
🔍 Is It a Project or Just Business-as-Usual?
Here’s a quick comparison to make it clearer:
| Task | Is it a Project? | Why or Why Not |
|---|---|---|
| Organising a staff retreat | ✅ Yes | One-time event, defined goal, needs planning |
| Running payroll every month | ❌ No | Routine, repeatable, ongoing |
| Upgrading the company website | ✅ Yes | Specific deliverable, deadlines, unique tasks |
| Answering customer emails | ❌ No | Continuous operational work |
🚧 Why Does This Matter?
You might be thinking, “Does the label really matter?”
The answer is YES — and here’s why.
When you know you’re managing a project, you can:
- Set clear objectives
- Plan and schedule more effectively
- Allocate the right resources
- Manage risk
- Track progress and outcomes
But when you treat a project like routine work, things can fall apart — deadlines are missed, budgets are blown, and teams get frustrated.
🏗️ Case in Point: The Office Move
In our training course, we use a case study called “The Office Move.”
Here’s the situation:
- A company is relocating from a city office to a newly leased hangar.
- They’ve got six weeks.
- There are power upgrades, road access issues, and construction work to manage.
This isn’t just moving desks.
It’s a structured, time-sensitive operation with real constraints and dependencies.
In other words — it’s a textbook project.
Podcast
Elizabeth and Alex discus their takeaway from this lesson in terms of defining a project and the pitfalls if they don’t.
Final Thought
Being able to recognise a project when you see one is the first step to managing it well.
So the next time you hear someone say “I’ve got a new project…”, ask:
- Is it time-limited?
- Is there a clear goal?
- Does it require coordination?
If the answer is yes — it’s a project, and it deserves to be managed like one.