Classification Project

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Jump to Classification of Project - Classification of Project. Every Project is different from one another. Projects can be classified based on several. Work classification also determines what is a funded project cost and what is an unfunded project cost. Funded project costs define where the approval authority for a real property project.

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Our Leadership & Governance. The development of generic project management knowledge and practices that can be applied to most projects most of the time has been a significant factor in the rapid growth of interest in project management and its application to all areas of industry and to activities in society at large. While a generic core of knowledge and practices is important in defining project management as a specific field of practice, discipline, or profession, recognition of differences in project types, contexts, and management approaches is vital to further growth and maturity. As a basis for ongoing research and development of project management practice, there is a need for a shared understanding of ways of recognizing and classifying different types of projects and characteristics of projects.To date, the challenge of classifying projects for a variety of purposes has been met by practitioners and researchers in different ways.

In the absence of any generally agreed system or systems for classification of projects, practitioners have taken pragmatic, ad hoc approaches to meet specific needs, such as the matching of project management skill profiles to project types or modification of project management methodologies to suit different types of projects. Amongst the project management research community, there is general acceptance in the literature that the nature and context of projects are important factors to be considered, and a number of classification systems have been proposed. However, considerably less attention has been given to identifying the potential uses for classification systems, considering the intended or unintended consequences of classification or providing guidance as to choice of system.Recognizing the need for enhanced understanding of the need for classification of projects, potential classification systems and their implications, the Project Management Institute (PMI ®) Project Management Research Program initiated an investigation that is due for completion in November 2003. This paper presents the proposed methodology for this investigation, a review of classification theory and of classification systems that have been developed for projects, and results from a number of focus groups conducted with organizations in North America and Australia. These focus groups were intended to identify the approach, needs, and practices of organizations concerning classification of projects. Classifications of Projects by Size, Complexity, and FamiliarityA classification system, if closed, can prevent growth of the area and cause stagnation of the discipline. Maltby and Marcella (2000, 26) have argued that it is necessary to recognize the underlying theory to a particular classification system, arguing that there can be no justification to a classification system if “its whole theoretical basis is simply quasi-philosophical intellect-stretcher intended to give additional academic rigour.” Their main concern therefore is that the classification system may be acting as a mechanism of professionalization, creating the illusion rather than the reality of a distinct field of knowledge.

Therefore there are problems with classification systems where there is a lack of a substantial foundation to their formation. This can be rectified by ensuring that the classification system is meaningful for users.Parsons and Wand (1997) argue that because there are many ways of conceptualizing and then labeling classes, they are by their nature transitory and historically constructed. This is to say that the “class” is not an objective phenomenon waiting to be discovered, the class is a construct that provides the most coherent meaning to its users.

A class structure therefore is “dependent upon human experience” and the corollary of this is that differing people and cultures will form different conceptualizations and class structures as their experiences differ (Parsons and Wand 1997, 7). Class structures can be modified, using the same information but presenting it in a different structure, in order to adjust it for the understanding of the varying cultures. Therefore the classification system is transferable yet adjustable in accordance with its users requirements. Classifications of Projects for Contract Type and Payment TermsAlbrechsten and Jacob (1999, 93) have stated that a “classificatory structure cannot follow a one-size-fits-all paradigm but must evolve in cooperative interaction” between the users and contributors to the classification system.

As such, the classification system should be able to cope with differing viewpoints, where the structure does not merely represent consensus, but has scope to accommodate dissent among the communities interacting with it.Boundary issues will arise from the drawing of demarcation lines between categories within a classification scheme. For instance, decisions will need to be made concerning level of detail (how many categories) should be identified as well as what should be defined and what should remain invisible within the scheme.This leads to political and ethical concerns. An ethical issue associated with boundaries arises as each category will valorize a point of view and silence another and this can be perceived as an ethical choice (Bowker and Star 2000, 5). Decisions concerning what is to be made “visible” by inclusion in the classification system, and what will be excluded and therefore “invisible,” can be seen as a political dimension.

“Once a system is in place, the practical politics of these decisions are often forgotten” (Bowker and Star 2000, 45). Also, the “loosest classification of work is accorded to those with the most power and discretion who are able to set their own terms” (Bowker and Star 2000, 46), whereas a tighter classification requires stricter and detailed application and therefore the discretionary scope lessens with the detail. Design of Classification SystemsWhen designing a classification scheme, Bowker and Star (2000, 231) identify three parameters that should be taken into account: comparability, visibility, and control. Comparability refers to the ability for the classification scheme to provide “comparability across sites to ensure that there is a regularity in semantics and objects from one to the other, thus enhancing communication.” Visibility is concerned with the problem that whilst knowledge remains invisible it cannot be classified. Control indicates that complexity needs to be harnessed in order to provide some form of understanding of the intricacies developing in the classification scheme. There is a tension between freedom and structure but some form of control is required to make sense of information (Bowker and Star 2000, 232). As Bowker and Star (2000, 232) have stated: “From the point of view of design, the creation of a perfect classification scheme ideally preserves common-sense control, enhances comparability in the right places, and makes visible what is wrongly invisible, leaving justly invisible discretionary judgment.” Project Classification SystemsTo date, classification systems for projects have been developed on an ad hoc basis for various uses.Exhibit 1 shows a range of classification systems based on the size, complexity, or groupings of projects.

These systems have been developed to provide guidance on the adoption of appropriate management systems, or the selection of project personnel, or the choice of project organization. What we see is that in different circumstances the size and complexity of projects is determined by:. The scope and span of the project. The number of functions or skills involved. The location and source of risk. The level of technical complexity.

Whether the project is stand alone or part of a larger system or program.Another approach has been to classify projects by industry, sector, geographic region, by stage in the product or project life cycle, or by the strategic importance to the parent organization, as seen in Exhibit 2. This is usually for the selection of appropriate project management procedures. However, it is also useful for choosing the type of project organization appropriate to the project, or for ensuring the proper level of senior management support. Youker (1999) has pointed out that often what is important is not so much the sector that the project takes place in as the resource types that it draws on.

Aeon labs minimote. An information systems project undertaken by a construction company will have the features of an information systems project rather than a construction project. However, all projects taking place in the public sector will take place against the background of the culture of the public sector, and so will be different from projects in the private sector. Similarly with projects from different geographical regions, we can identify a project as occurring in a given country, but Turner (1999) points out that it will be different depending on whether the client or contractor or both is in an alien country.A classification approach used for centuries is in the selection of appropriate forms of contract and contract payment terms, usually dependent on the risk associated with a project or its complexity, as seen in Exhibit 3.