ABSTRACT
It was traditional to view a project as a temporary endeavor, a large complex activity, or in the field of project contract management as an interface over which the client and contractor interact. Our view of the project as a temporary organization brings a different perspective to the management of projects. Some things that we might previously have thought of as projects because they fell within the definition of a project as a temporary endeavor, we would now categorize as temporary tasks given to the routine organization. Thus we would not use project management to manage them. Also we recognize that the project as a temporary organization needs governing, and as a child of the parent organization needs to fall within the governance structures of that organization. Third, rather than fighting over the interface, the client and contractor should work together in partnership within the temporary organization to the benefit of the project and thus to their mutual benefit.
