10.1 Types of Projects Part 1

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6 hours 23 minutes
Video Transcription
hello and welcome to less and 10 of enterprise Project Management.
This is cane, your instructor.
And today we're going to relatively briefly go over the different
types of projects and by type, what I mean is is tthe e
the size of it, the scope, the complexity on we're gonna look at
different size projects and how they impact an organization ultimately working our way up to enterprise projects. So you can begin to understand the relationship between
the size and scope and scale of the project and the subsequent organizational challenges.
So if you think about
a three layer model of projects, you have your tactical, strategic and enterprise level projects. Now the tactical level ones are as they sort of sound.
They're still projects. They still require
the same level of effort within the planning and execution size, but their tactical meaning that they're limited to a specific
department, a specific team within the department.
They usually are not terribly expensive projects, although they can be. There's no rule that says that they don't have to be,
But the the impact of those projects that occur are usually limited to the department. So ah, good example of that might be. If you're going to go through and replace all of your servers and your data center
with the newer version of server newer model of server,
there's some complexity there. There's definitely some challenges that definitely could have a pretty big negative impact on your organization. But the actual project team and what's being done is sort of tactical limited to that, that i t. Infrastructure role of those folks that are working in the data center.
So that would be kind of example of a tactical project if you're building a system that my only impact one area of your organization, such as some sort of maybe internal workflow routing or internal compliance testing something like that, some sort of system to, uh,
handle that type of workflow that that might be a tactical project, because
if something happens nothing of the world, it's not gonna implode your whole organization. So that's tactical projects, and
from there we look at growing a little bit bigger and you get into the sort of the strategic projects. Now. I talked a lot about corporate strategy, organizational strategy, um, and that really speaks to more the enterprise level. So what I'm talking about strategic projects in the term of project management. What I'm talking about are those projects that are not
specific to an individual department. They might span multiple divisions within the organization. They might span multiple locations within the organization, but they don't their strategic from a project management standpoint, but they don't change
the strategy of the organization itself. So if you're going to
upgrade and replace multiple disparate E R P systems at multiple locations of your multinational company, that is definitely a strategic level project but doesn't change what your company is doing.
I may change a little bit about how it's doing it, but it's a strategic project because from a project management standpoint, it's way too big to be considered tactical there certain challenges that differ
based on that strategic project
that don't exist in a tactical level project. But it's not truly enterprise wide. It's not a enterprise level project, So
when you get to the enterprise level projects, that's when you start to get into. Not only is this project
affect the entire organization only is it complicated or complex
meeting numerous business challenges and opportunities across your your area of operations, but
it also has an impact on the enterprise level strategy. So when you know an Amazon decides to start, Amazon Web service is or Microsoft decides to start azure platform those kind of things those air enterprise level projects because not only is it
impacting all the different divisions within Amazon
and requires that real high level view within the senior leadership, but it's actually changing what the enterprise does. So those air, you're definitely your most visible, your riskiest, your most complex projects that those enterprise level projects
now within each of these layers, you do have some organizational challenges, and I'm gonna kind of focus more on the strategic enterprise level projects because that's where they were. Your organizational challenges tend to rear their ugly head more often. So first of all, going back to the old Iron Triangle.
Regardless of how big the project is or how complex it is,
the Iron triangle always applies. You can have a good, faster, cheap pick, too.
But in addition to the normal iron triangle challenges that you have in different types of projects, you also have to look at
from the organization standpoint. What is the adaptability of the organization. So
there is a
throughput from a change standpoint
that an organization can handle anything above. That is going to cause more chaos that it's going to solve.
So you can't necessarily it m bargain
half a dozen or more strategic enterprise level projects because you're going to stress the organizational adaptability. And most of those projects were not going to be successful.
Now the more that you move to a learning organization, the more that you look at that sort of emergence strategy.
The more adaptable your organization is going to be, therefore increasing your throughput
of some of the strategic enterprise projects. But even that still has an upward limit. So before you embark on a new enterprise projects or even a new strategic project, you do need to take a pulse of the organization and assess
whether there's excess capacity within the adaptation of the organization. How much
constant and continuous change can you absorb
at the same time? I mean, we have to be flexible. We have to change. That's just part of the world. But you have to look at that adaptability scale and kind of get an idea for you. know we can maybe do one major enterprise project a year or two or one every two years. Whoever it is, it depends on the organization. But
once you figured out what your level of adaptability is, you need to kind of stick with that
when you're looking at the U strategic enterprise level projects.
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