ABSTRACT
This chapter allows the reader to understand and recognise the characteristics of work which may benefit from being managed as a project. This ensures that they may understand the difference between a project and ‘business as usual’ such that an appropriate form and level of governance may be designed and applied. In so doing, the features of a successful outcome are considered from the different perspectives of the project’s Sponsor and the Project Manager. The Project Manager will be measured largely on their ability to deliver to time, cost and quality expectations whilst the Sponsor will seek a beneficial outcome. How and when the benefits of a project are measured is considered with respect to both linear and agile (or incremental) approaches to product or service development, and what criteria may be helpful in deciding which approach is most suitable. For those projects which are not purposed to create a financial return, consideration is given to whether their benefits can or should be commercially articulated. The differences between a project, a portfolio and a programme are explored, concluding that they differ in terms of both scale and purpose. The chapter examines the five essential questions which must be answered if the management of a project is to stand the greatest chance of success.
