Introduction
In order to respond to today's rapidly changing business environment, it is necessary to manage a variety of projects, both large and small. Although small projects have unique challenges over large ones, they can still benefit from a defined project management methodology. To achieve maximum benefits, the process, tools and techniques must be scalable and adaptable.
Projects are now a commonplace at all levels of every organization and must be managed proactively, regardless of size. Consequently, projects are becoming more common in our personal lives as we utilize project management principles, if only informally, to accomplish our personal goals. This paper suggests an approach that allows the project manager to apply structure and discipline to managing small projects while balancing the needs of the project with the project management methodology.
Definition of a Small Project
Almost everyone, to some degree, is involved with projects. As defined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide): “a project is a temporary endeavor undertaken to create a unique product or service.” (p4) While there is no hard and fast definition of a small project, we can use some general guidelines to establish the type of that may be considered small (Parth, 1998, p1). The first indicator of a small project is its impact on the company's bottom line. If a company loses a large project, it may have significant detrimental impact to the company's future. If a company loses a small project, or even several of them, the impact to profits may be negligible. Parth uses whether or not the project has dedicated resources as the second indicator. Small projects typically don't have dedicated resources—the project personnel may be working on multiple projects in various stages of completion at the same time.
For purposes of this paper, small projects
- Are short in duration, typically less than six months
- Contain 10 or fewer team members
- Have a single objective
- Have a narrowly defined scope
- Have a single decision-maker
- Contain straight forward deliverables with few interdependencies among skill areas
If the project involves a few skill areas but the deliverables are complex, it is not a small project. Also, if the scope is broad, it usually involves more skill area so it would not be considered a small project.
Examples of small projects include:
- Developing a training course
- Developing a process
- Implementing a project office
- Developing documents
- Implementing a purchased software application
- Building a deck
Many assignments can also be treated as small projects, even if only one person is involved. For example, improving your filing system, or planning a department social activity may require the efforts of a single resource for a few weeks, but can still benefit from a simplified form of project management. Treating assignments as projects allows more effort to be carried out in an efficient manner with better use of resources (Källman, & Williamson, 2002, p1). Treating assignments as projects provides you with the opportunity to clearly define the goal and expectations at the onset thereby eliminating the frustration of wasted effort and unnecessary rework.
Challenges of Managing Small Projects
Planning is a major challenge for small projects. With small projects, everyone seems to have a solution, and time for planning is often overlooked. (Campbell, 1998, p1). Campbell goes on to state that without project management, the biggest risk to small projects is that the scope keeps changing. By not planning, you start our thinking the project is small and end up hoping that the project really is small.
Another challenge for managing small projects is getting resource commitments. Small projects rarely have a dedicated project team and have difficulty obtaining key resources. After resources are assigned, the small project, with its lower visibility, is treated as a lower priority in the daily activities of the team members. The project manager must work hard to convey a sense of project urgency.
Many times the project manager is forced to work with a less skilled resource because the small project is viewed as not requiring the higher skilled resource.
Finally, the project manager may have to perform multiple functions and will sacrifice project management for the sake of getting the work done. Or because the project is small, an inexperienced project manager is given the opportunity to develop project management skills without the benefit of prior training or mentoring, and may not know what to do.
Reasons for Omitting Project Management on Small Projects
Most people do not see the value of using a methodology on what should be a simple project. The processes are viewed as burdensome and the belief is why waste time planning when you could be executing the project. Even after things continue to take longer than expected, a lot of people just don't seem to understand that planning and a methodology could save them a lot of grief and even more money in the long run (Campbell, 1998).
At times we really believe that we can “knock this little project out and be on our way”. After all we have done this type of project many times before. What generally happens is the project presents its own unique outcomes, which is unlike anything we have experienced in the past.
Problems from not Using Project Management on Small Projects
Many of the problems that occur from not using project management on large projects are also true for small projects; i.e., scope creep, conflicting priorities, unclear goals, to name a few. A problem unique to small projects deals directly with the project manager's reputation. It is viewed negatively if a project manager cannot manage a small project. “The success expectation for a small project is always 100 percent. Because the undertaking is considered to be relatively simple, usually with few resources, anything other than a totally successful delivery is seen as a failure. And failure with a small project looks far worse than with a big one.” (Fuezery, 1998, p22)
Since small projects are viewed as easier to manage, they are sometimes used as a training ground to prepare a project manager for larger project. A project manager who is unsuccessful in managing a small project runs the risk of professional embarrassment and possible career advancement delays.
Project Management Process for Small Projects
Project management processes, as described in the PMBOK® Guide, describe, organize, and complete the work of the project, and are organized into five groups: initiating, planning, executing, controlling and closing. It is important to note that these processes can be applied to small projects, however, to be effective, they must be scaleable and adaptable. Scalable in that the level of complexity of the process, the time in using the process and the focus of the process, all fit the needs of the project. Adaptability refers to knowing how much process is required for an individual project. It is important for the project manager to know what portion of the tools they should apply. When the full set is applied, productivity and profitability may suffer, with no controls applied, the project may be a failure. (Fuezery, 1998).
The following process for managing small projects includes simplified processes for initiating, planning, executing and controlling, and closing.
Initiating Process
It is important that the project gets off to a good start. The initiating process allows the project manager to quickly define project objectives, scope, assumptions, constraints and risk factors. It is also important at this time for the project manager to develop a relationship with the project sponsor and to discuss project management expectations.
Information gathering is a key activity because it allows the project manager to determine the project needs, identify project stakeholders, clarify expectations.
Initiating Process Description
The project manager interviews the project sponsor and stakeholders to get the information required for developing the project charter. This is important because at times small projects are not thoroughly defined before. This project charter provides structure for the project manager to use to obtain the additional information needed to plan the project. The initiation phase is meant to be quick. The project manager prepares the project charter and reviews it with the project sponsor to ensure they are both in agreement. Agreement at this point is informal, usually verbal. The project manager is now ready to plan the project.
The deliverable from the initiating process is a simplified version of the project charter. This document should include the following:
- Project Name
- Objectives
- Stakeholders
- Scope
- Major Deliverables
- Assumptions
- Constraints
- Risk Factors
- High-level time frames, if known
Initiating Process Steps
- Interview project sponsor and stakeholders
- Prepare project charter
- Review project charter with stakeholders
- Obtain approval from project sponsor to begin planning
Planning Process
It is important to define the work and identify the resources necessary to complete the project. For a small project, the planning cycle should be short. Scalability is really important during planning. The effort required to plan the project depends on the type and amount of information, and level of detail that needs to be communicated. The duration required to plan depends on the length of time necessary to discover and document the information as well as the time required to gain agreement with the sponsor on scope, schedule and cost.
Planning Process Description
The planning process for small projects begins with developing a work breakdown structure. The work breakdown can be a simple hierarchy showing only major deliverables or milestones. The intent is not to become detailed but to make sure all the project components are included. In some cases a deliverable list is all that is needed. Defining the deliverables, even on a small project, helps the project manager to know not only know what should be included but also what should not be included.
The responsibility matrix is a good communications tool because the project manager can see at a glance for each deliverable who is responsible, approving, supporting or should be kept informed. If the project has a small number of deliverables and a couple of stakeholders, the project manager may choose a more informal method of defining responsibility.
Depending on the size of the small project more detailed planning is necessary. The project manager should develop a task list for each deliverable and then estimate time and duration for each task. Again, this depends on the needs of the project. Effort, duration and cost should be identified for each deliverable.
Developing a project schedule could potentially become a burdensome task. Small projects can benefit from a simplified version of a project schedule. The schedule can be managed at a high level by including only deliverables or if needed key tasks associated with each deliverable. The project manager needs to decide what information will be shown on the project schedule. For example, is it necessary to show hours? For some smaller projects start and end dates are sufficient.
Risks should be identified and assessed. A simplified process for assessing includes assessing the probability and impact using low, medium and high. A response should be prepared for all high priority risks. Medium priority risks are a judgement call and a response could be prepared if the project manager deems necessary. Low priority risks are documented and monitored. The risk response plan includes the risk description, probability rating, impact rating, priority rating, risk response, and status.
Planning Process Steps
- Develop a WBS or deliverable list
- Develop responsibility matrix
- Develop a task list
- Estimate effort and duration
- Identify costs
- Develop a project schedule
- Identify and assess risks
- Prepare a risk response plan
- Obtain sponsor approval
Executing and controlling Process
Executing and controlling processes can be combined for a small project. Keeping all of the project documents current is important. These activities should not be overly time consuming, because the tools and techniques chosen in the planning phase was based on the needs of the project. If the process is appearing to become burdensome, the project manager should make adjustments as necessary.
Executing and Controlling Process Description
The project manager should update the project schedule on a bi-weekly basis. Weekly updates may be necessary depending on the duration of the project. The project manager should review the risk response plan weekly and update as needed. Also, the project manager should send periodic status reports to the sponsor and stakeholders.
Small projects typically do not have a formal quality plan. However, it is important to build quality into the deliverable review and approval process. There are two types of deliverable reviews, in process and completed. During the in-process deliverable review, the project manager should meet with the sponsor and other stakeholders as needed to verify that the work performed on deliverables is meeting their expectations. In-process reviews provide an opportunity to make mid-course corrections. During the completed deliverables review, the project manager assures that the deliverable meets stakeholders’ needs and the stakeholders are willing to take ownership.
It is very important to identify and resolve issues. The project manager should communicate issues to the project sponsor and other stakeholders, and document on an issues log. The issues log should contain the issue, the name of the person who identified the issue, the name of the person assigned the issue, current status and resolution.
Scope change includes making sure the sponsor is aware of the change request and its impact, in terms of cost, effort and duration. If the change is approved, the project manager should update the project schedule to include the new activities.
Executing and Controlling Process Steps
- Update project schedule
- Update risk response plan
- Review and approve deliverables
- Prepare status reports
- Manage issues
- Manage scope changes if necessary
Closing Process
Closing is formally closing the project.
Closing Process Description
Closeout activities include closing out the project schedule and risk response plan. The project manager should revisit the scope statement to determine if customer requirements were satisfied, and prepare a final status report. Finally, it is a good idea complete a lessons learned which identifies what was learned as a result of using the project management process in addition to what was learned from doing the project work.
Closing Process Steps
- Close out project schedule and risk plan
- Evaluate project
- Prepare final status report
- Conduct a lessons learned
Summary
Small projects can benefit from a project management methodology. Project management provides a means to understand and gain agreement on project objectives, stakeholder expectations, scope, deliverables, assumptions, constants, schedule, costs and risks. By formally initiating, planning, executing and controlling the project there are fewer unpleasant surprises. Also project management provides a means for the project manager to identify and obtain resources, which can be a challenge on small projects. An added benefit from using project management on small project is that it helps to prepare the project manager for managing larger projects.
The keys to success are scalability and adaptability. It is important to remember that if you do nothing else, always clarify expectations, develop a WBS, determine time and cost estimates, and manage issues and risks.