relation between project and assignment

• Misspellings

Assignment vs. Project: Difference and Comparison

Difference Between Assignment and Project

Assignment vs. Project Comparison Chart

Collaboration.

Assignment vs. Project Definitions

◉ assignment.

Assignment vs. Project Frequently Asked Questions

Is every task given by a teacher an assignment, can assignments be part of a larger project, how does one manage multiple assignments and projects, what is the main difference between an assignment and a project, are all school tasks considered assignments, can a project be completed individually, can an assignment span over a month, do assignments always have deadlines, is a project always professional or academic, which requires more planning, a project or an assignment.

Content Creators

Popular Comparisons

Trending Comparisons

New Comparisons

• English Difference Between
• Difference Between Project and Assignment

Difference between Project and Assignment | Assignment vs Project

It is paramount that we use good English grammar, regardless of whether it is for academics or business. Inaccurate grammar usage could lead to misinterpretation of concepts and in some cases, it can be considered a lack of professionalism.

What is the Difference between Project and Assignment?

Project and assignment are two words that are often used interchangeably. However, they have their differences.

Table of Content

• Table Summarising the Difference between Project and Assignment
• The Meanings of Assignment and Project
• Examples for Project and Assignment
• Assignment vs. Project – Conclusion

Mastering English grammar is not easy. One of the biggest reasons is that there are many rules in English grammar as well as countless exceptions in the way that words are used. Moreover, the English language has a vocabulary of over 170,000 words, and therefore, learning English grammar can quickly become daunting. Regardless, adding a few words to your vocabulary each day can make a big difference. In this article, we shall explore the difference between project and assignment, their meanings and usage.

Table Summarising the Difference between Project and Assignment:

The meanings of project and assignment.

As already summarised above, the meanings of ‘project’ and ‘assignment’ are quite different, and they vary according to their usage.

• ‘Project’ meaning – The word project can be used either as a verb or a noun. Its meaning varies accordingly.
• Give an estimate or a projection based on current data

A specific plan or design

• Assignment meaning – The word assignment can only be used as a noun, and it refers to allocation of work or individuals.

Examples for Assignment and Project:

We shall explore some examples:

• Global average temperatures are projected to reach 25 degrees celsius by the year 2030.
• I noticed scaly growths projecting from his skin after exposure to the chemical.
• The image was projected on the wall.

She was captivated by the findings of the project .

• Assignment – The deadline for the assignment is next week.

Project vs. Assignment – Conclusion

As a verb, the word assignment refers to something that you are given to do by someone else. Alternatively, it could also refer to the assignment of individuals to work. A project, on the other hand, can be used as a verb as well as a noun and its meaning varies accordingly. As a verb, the word refers to the process of giving an estimate or a projection. Alternatively, it can also mean ‘to protrude’. As a noun, the word ‘project’ refers to a specific plan or design. To explore more differences between ‘project’ and ‘assignment’, register at BYJU’S. You can also find other important concepts in grammar, as well as resources for your studies here.

Leave a Comment Cancel reply

Your Mobile number and Email id will not be published. Required fields are marked *

Request OTP on Voice Call

Post My Comment

• Share Share

Register with BYJU'S & Download Free PDFs

Register with byju's & watch live videos.

Difference Between Assignment and Project

It’s important to know the difference between these two terms. According to Answers.com , assignments are focused on specific, and predefined tasks whereas projects involve a variety of interrelated tasks which are performed to achieve a particular aim.

With the change happening over the world, and the advancement we see in our educational sector, learning has taken a whole new shape and what was once done within the confines of a place called the classroom has evolved to the point where the teachers are no longer the only source of learning.

Unlike the days of reading from a textbook in a classroom and doing classwork, education has now taken a more solid approach. Academics have now set sail to project-based work in schools worldwide. Students can now learn in a fun and exciting way.

Projects, despite their many varieties, can be research-based , at the same time, assignments are a series of essays, questions, and answers. As much as both can help a student learn, their execution sets them apart, giving one a higher significance over the other.

• 1.1 Assignments are textbook focused while Project encourages hands-on learning
• 2 Conclusion

Main Differences Between Assignment and Project

Assignments are textbook focused while Project encourages hands-on learning

One could relate a project to simply designing a model to explain a scientific phenomenon, or watching a movie to ascertain its relevance. The freedom it brings, and the lessons learned from its processes are thrilling. Imagine the feeling a student gets from building a science model of real-life outcomes. Assignment, on the other hand, is all cut and dry. Everything is textbook-focused, which in turn makes learning less fun.

• Evaluation carried out on Assignment can be easily accessed

Just as it’s easy to judge a student’s performance and ability from a given assignment, the opposite is the case for projects. When an assignment is given, the student’s capability is accessed by the report submitted.

The project, on the other hand, is dependent on the performance of others, your team, and a collective effort. As such, it is not a good judge of a student’s capabilities. Unlike a project, an assignment is also a significant pointer to a student’s weakness and a guide in correcting it.

A lot of students struggle to find the best writing services to assist with their projects or assignments. Lets Grade It provides accurate reviews of the best writing services you can find.

• Assignments are majorly within the curriculum, while Projects can be out of the box.

Consider a given assignment on World War I. Everything done on the questionnaire would be aimed at answering the questions asked. The teacher might even permit the students to consult several textbooks to help them properly frame their responses. Everything is being tailored in line with the curriculum, including the research done on the assignment.

A project on the same topic would mean the students thinking outside the box, like writing a report on the technologies used in fighting the war. The goal is to stretch the student’s minds outside the curriculum but within the context of history. This, in turn, makes research fun with a positive outlook as compared to that carried out when an assignment is given.

• Assignments are individualistic, while Projects are a group task

Assignments are usually given on an individual basis. It helps a student be self-reliant and confident in his ability to accomplish a task. This method helps to personally improve assignment writing skills of students while projects encourage students to interact and work together to come up with a solution. This gives rise to teamwork and the ability to delegate, which are vital for life.

For a college or a university, engaging students with both assignments and projects would help create balanced progress and exposure thereby ensuring an ideal learning experience.

Assignment vs. Project: What's the Difference?

Key Differences

Comparison chart, collaboration, assignment and project definitions, can the word "project" mean to stick out, which typically requires more planning: assignment or project, is every project also an assignment, do projects always require a team, is every school task an assignment, can one project have multiple assignments, does an assignment always come from a higher authority, is an assignment always academic, can a project be something intangible, can an assignment span several weeks, can "project" mean to display or show, which is generally more complex, an assignment or a project, can a project involve physical construction, can "assignment" mean the transfer of rights, what is the primary distinction between an assignment and a project, are projects always goal-oriented, how are assignments and projects graded differently, is an art piece a project or an assignment, how do i know if i should call something a project or an assignment, can an assignment turn into a project.

Trending Comparisons

Popular Comparisons

New Comparisons

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

2. Project Management Overview

Adrienne Watt; Project Management Open Resources; and TAP-a-PM

Click play on the following audio player to listen along as you read this section.

The starting point in discussing how projects should be properly managed is to first understand what a project is and, just as importantly     , what it is not.

People have been undertaking projects since the earliest days of organized human activity. The hunting parties of our prehistoric ancestors were projects, for example; they were temporary undertakings directed at the goal of obtaining meat for the community. Large complex projects have also been with us for a long time. The pyramids and the Great Wall of China were in their day of roughly the same dimensions as the Apollo project to send men to the moon. We use the term “project” frequently in our daily conversations. A husband, for example may tell his wife, “My main project for this weekend is to straighten out the garage.” Going hunting, building pyramids, and fixing faucets all share certain features that make them projects.

Project Attributes

A project has distinctive attributes that distinguish it from ongoing work or business operations. Projects are temporary in nature. They are not an everyday business process and have definitive start dates and end dates. This characteristic is important because a large part of the project effort is dedicated to ensuring that the project is completed at the appointed time. To do this, schedules are created showing when tasks should begin and end. Projects can last minutes, hours, days, weeks, months, or years.

Projects exist to bring about a product or service that hasn’t existed before. In this sense, a project is unique. Unique means that this is new; this has never been done before. Maybe it’s been done in a very similar fashion before but never exactly in this way. For example, Ford Motor Company is in the business of designing and assembling cars. Each model that Ford designs and produces can be considered a project. The models differ from each other in their features and are marketed to people with various needs. An SUV serves a different purpose and clientele than a luxury car. The design and marketing of these two models are unique projects. However, the actual assembly of the cars is considered an operation (i.e., a repetitive process that is followed for most makes and models).

In contrast with projects, operations are ongoing and repetitive. They involve work that is continuous without an ending date and with the same processes repeated to produce the same results. The purpose of operations is to keep the organization functioning while the purpose of a project is to meet its goals and conclude. Therefore, operations are ongoing while projects are unique and temporary.

A project is completed when its goals and objectives are accomplished. It is these goals that drive the project, and all the planning and implementation efforts undertaken to achieve them. Sometimes projects end when it is determined that the goals and objectives cannot be accomplished or when the product or service of the project is no longer needed and the project is cancelled.

Definition of a Project

There are many written definitions of a project. All of them contain the key elements described above. For those looking for a formal definition of a project, the Project Management Institute (PMI) defines a project as a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists.

Project Characteristics

When considering whether or not you have a project on your hands, there are some things to keep in mind. First, is it a project or an ongoing operation? Second, if it is a project, who are the stakeholders? And third, what characteristics distinguish this endeavor as a project?

Projects have several characteristics:

• Projects are unique.
• Projects are temporary in nature and have a definite beginning and ending date.
• Projects are completed when the project goals are achieved or it’s determined the project is no longer viable.

A successful project is one that meets or exceeds the expectations of the stakeholders.

Consider the following scenario: The vice-president (VP) of marketing approaches you with a fabulous idea. (Obviously it must be “fabulous” because he thought of it.) He wants to set up kiosks in local grocery stores as mini-offices. These offices will offer customers the ability to sign up for car and home insurance services as well as make their bill payments. He believes that the exposure in grocery stores will increase awareness of the company’s offerings. He told you that senior management has already cleared the project, and he’ll dedicate as many resources to this as he can. He wants the new kiosks in place in 12 selected stores in a major city by the end of the year. Finally, he has assigned you to head up this project.

Your first question should be, “Is it a project?” This may seem elementary, but confusing projects with ongoing operations happens often. Projects are temporary in nature, have definite start and end dates, result in the creation of a unique product or service, and are completed when their goals and objectives have been met and signed off by the stakeholders.

Using these criteria, let’s examine the assignment from the VP of marketing to determine if it is a project:

• Is it unique? Yes, because the kiosks don’t exist in the local grocery stores. This is a new way of offering the company’s services to its customer base. While the service the company is offering isn’t new, the way it is presenting its services is.
• Does the product have a limited timeframe? Yes, the start date of this project is today, and the end date is the end of next year. It is a temporary endeavor.
• Is there a way to determine when the project is completed? Yes, the kiosks will be installed and the services will be offered from them. Once all the kiosks are installed and operating, the project will come to a close.
• Is there a way to determine stakeholder satisfaction? Yes, the expectations of the stakeholders will be documented in the form of requirements during the planning processes. These requirements will be compared to the finished product to determine if it meets the expectations of the stakeholder.

If the answer is yes to all these questions, then we have a project.

The Process of Project Management

You’ve determined that you have a project. What now? The notes you scribbled down on the back of the napkin at lunch are a start, but not exactly good project management practice. Too often, organizations follow Nike’s advice when it comes to managing projects when they “just do it.” An assignment is made, and the project team members jump directly into the development of the product or service requested. In the end, the delivered product doesn’t meet the expectations of the customer. Unfortunately, many projects follow this poorly constructed path, and that is a primary contributor to a large percentage of projects not meeting their original objectives, as defined by performance, schedule, and budget.

In the United States, more than $250 billion is spent each year on information technology (IT) application development in approximately 175,000 projects. The Standish Group (a Boston-based leader in project and value performance research) released the summary version of their 2009 CHAOS Report that tracks project failure rates across a broad range of companies and industries (Figure 2.1).

Jim Johnson, chairman of the Standish Group, has stated that “this year’s results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions, 44% were challenged-which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used.”

When are companies going to stop wasting billions of dollars on failed projects? The vast majority of this waste is completely avoidable: simply get the right business needs (requirements) understood early in the process and ensure that project management techniques are applied and followed, and the project activities are monitored.

Applying good project management discipline is the way to help reduce the risks. Having good project management skills does not completely eliminate problems, risks, or surprises. The value of good project management is that you have standard processes in place to deal with all contingencies.

Project management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.

Managing a project includes identifying your project’s requirements and writing down what everyone needs from the project. What are the objectives for your project? When everyone understands the goal, it’s much easier to keep them all on the right path. Make sure you set goals that everyone agrees on to avoid team conflicts later on. Understanding and addressing the needs of everyone affected by the project means the end result of your project is far more likely to satisfy your stakeholders. Last but not least, as project manager, you will also be balancing the many competing project constraints.

On any project, you will have a number of project constraints that are competing for your attention. They are cost, scope, quality, risk, resources, and time.

• Cost is the budget approved for the project including all necessary expenses needed to deliver the project. Within organizations, project managers have to balance between not running out of money and not underspending because many projects receive funds or grants that have contract clauses with a “use it or lose it” approach to project funds. Poorly executed budget plans can result in a last-minute rush to spend the allocated funds. For virtually all projects, cost is ultimately a limiting constraint; few projects can go over budget without eventually requiring a corrective action.
• Scope is what the project is trying to achieve. It entails all the work involved in delivering the project outcomes and the processes used to produce them. It is the reason and the purpose of the project.
• Quality is a combination of the standards and criteria to which the project’s products must be delivered for them to perform effectively. The product must perform to provide the functionality expected, solve the identified problem, and deliver the benefit and value expected. It must also meet other performance requirements, or service levels, such as availability, reliability, and maintainability, and have acceptable finish and polish. Quality on a project is controlled through quality assurance (QA), which is the process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
• Risk is defined by potential external events that will have a negative impact on your project if they occur. Risk refers to the combination of the probability the event will occur and the impact on the project if the event occurs. If the combination of the probability of the occurrence and the impact on the project is too high, you should identify the potential event as a risk and put a proactive plan in place to manage the risk.
• Resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity.
• Time is defined as the time to complete the project. Time is often the most frequent project oversight in developing projects. This is reflected in missed deadlines and incomplete deliverables. Proper control of the schedule requires the careful identification of tasks to be performed and accurate estimations of their durations, the sequence in which they are going to be done, and how people and other resources are to be allocated. Any schedule should take into account vacations and holidays.

You may have heard of the term “triple constraint,” which traditionally consisted of only time, cost, and scope. These are the primary competing project constraints that you have to be most aware of. The triple constraint is illustrated in the form of a triangle to visualize the project work and see the relationship between the scope/quality, schedule/time, and cost/resource (Figure 2.2). In this triangle, each side represents one of the constraints (or related constraints) wherein any changes to any one side cause a change in the other sides. The best projects have a perfectly balanced triangle. Maintaining this balance is difficult because projects are prone to change. For example, if scope increases, cost and time may increase disproportionately. Alternatively, if the amount of money you have for your project decreases, you may be able to do as much, but your time may increase.

Your project may have additional constraints that you must face, and as the project manager, you have to balance the needs of these constraints against the needs of the stakeholders and your project goals. For instance, if your sponsor wants to add functionality to the original scope, you will very likely need more money to finish the project, or if they cut the budget, you will have to reduce the quality of your scope, and if you don’t get the appropriate resources to work on your project tasks, you will have to extend your schedule because the resources you have take much longer to finish the work.

You get the idea; the constraints are all dependent on each other. Think of all of these constraints as the classic carnival game of Whac-a-mole (Figure 2.3). Each time you try to push one mole back in the hole, another one pops out. The best advice is to rely on your project team to keep these moles in place.

Here is an example of a project that cut quality because the project costs were fixed. The P-36 oil platform (Figure 2.4) was the largest footing production platform in the world capable of processing 180,000 barrels of oil per day and 5.2 million cubic metres of gas per day. Located in the Roncador Field, Campos Basin, Brazil, the P-36 was operated by Petrobras.

In March 2001, the P-36 was producing around 84,000 barrels of oil and 1.3 million cubic metres of gas per day when it became destabilized by two explosions and subsequently sank in 3,900 feet of water with 1,650 short tons of crude oil remaining on board, killing 11 people. The sinking is attributed to a complete failure in quality assurance, and pressure for increased production led to corners being cut on safety procedures. It is listed as one of the most expensive accidents with a price tag of $515,000,000.

The following quotes are from a Petrobras executive, citing the benefits of cutting quality assurance and inspection costs on the project.

“Petrobras has established new global benchmarks for the generation of exceptional share­holder wealth through an aggressive and innovative program of cost cutting on its P36 production facility.” “Conventional constraints have been successfully challenged and replaced with new paradigms appropriate to the globalized corporate market place.” “Elimination of these unnecessary straitjackets has empowered the project’s suppliers and contractors to propose highly economical solutions, with the win-win bonus of enhanced profitability margins for themselves.” “The P36 platform shows the shape of things to come in the unregulated global market economy of the 21st century.”

The dynamic trade-offs between the project constraint values have been humorously and accurately described in Figure 2.5.

Project Management Expertise

In order for you, as the project manager, to manage the competing project constraints and the project as a whole, there are some areas of expertise you should bring to the project team (Figure 2.11). They are knowledge of the application area and the standards and regulations in your industry, understanding of the project environment, general management knowledge and skills, and interpersonal skills. It should be noted that industry expertise is not in a certain field but the expertise to run the project. So while knowledge of the type of industry is important, you will have a project team supporting you in this endeavor. For example, if you are managing a project that is building an oil platform, you would not be expected to have a detailed understanding of the engineering since your team will have mechanical and civil engineers who will provide the appropriate expertise; however, it would definitely help if you understood this type of work.

Let’s take a look at each of these areas in more detail.

Application knowledge

By standards, we mean guidelines or preferred approaches that are not necessarily mandatory. In contrast, when referring to regulations we mean mandatory rules that must be followed, such as government-imposed requirements through laws. It should go without saying that as a professional, you’re required to follow all applicable laws and rules that apply to your industry, organization, or project. Every industry has standards and regulations. Knowing which ones affect your project before you begin work will not only help the project to unfold smoothly, but will also allow for effective risk analysis.

Some projects require specific skills in certain application areas. Application areas are made up of categories of projects that have common elements. They can be defined by industry group (pharmaceutical, financial, etc.), department (accounting, marketing, legal, etc.), technology (software development, engineering, etc), or management specialties (procurement, research and development, etc.). These application areas are usually concerned with disciplines, regulations, and the specific needs of the project, the customer, or the industry. For example, most government agencies have specific procurement rules that apply to their projects that wouldn’t be applicable in the construction industry. The pharmaceutical industry is interested in regulations set forth by government regulators, whereas the automotive industry has little or no concern for either of these types of regulations. You need to stay up-to-date regarding your industry so that you can apply your knowledge effectively. Today’s fast-paced advances can leave you behind fairly quickly if you don’t stay abreast of current trends.

Having some level of experience in the application area you’re working in will give you an advantage when it comes to project management. While you can call in experts who have the application area knowledge, it doesn’t hurt for you to understand the specific aspects of the application areas of your project.

Understanding the Project Environment

There are many factors that need to be understood within your project environment (Figure 2.7). At one level, you need to think in terms of the cultural and social environments (i.e., people, demographics, and education). The international and political environment is where you need to understand about different countries’ cultural influences. Then we move to the physical environment; here we think about time zones. Think about different countries and how differently your project will be executed whether it is just in your country or if it involves an international project team that is distributed throughout the world in five different countries.

Of all the factors, the physical ones are the easiest to understand, and it is the cultural and international factors that are often misunderstood or ignored. How we deal with clients, customers, or project members from other countries can be critical to the success of the project. For example, the culture of the United States values accomplishments and individualism. Americans tend to be informal and call each other by first names, even if having just met. Europeans tend to be more formal, using surnames instead of first names in a business setting, even if they know each other well. In addition, their communication style is more formal than in the United States, and while they tend to value individualism, they also value history, hierarchy, and loyalty. The Japanese, on the other hand, tend to communicate indirectly and consider themselves part of a group, not as individuals. The Japanese value hard work and success, as most of us do.

How a product is received can be very dependent on the international cultural differences. For example, in the 1990s, when many large American and European telecommunications companies were cultivating new markets in Asia, their customer’s cultural differences often produced unexpected situations. Western companies planned their telephone systems to work the same way in Asia as they did in Europe and the United States. But the protocol of conversation was different. Call-waiting, a popular feature in the West, is considered impolite in some parts of Asia. This cultural blunder could have been avoided had the team captured the project environment requirements and involved the customer.

It is often the simplest things that can cause trouble since, unsurprisingly, in different countries, people do things differently. One of the most notorious examples of this is also one of the most simple: date formats. What day and month is 2/8/2009? Of course it depends where you come from; in North America it is February 8th while in Europe (and much of the rest of the world) it is 2nd August. Clearly, when schedules and deadlines are being defined it is important that everyone is clear on the format used.

The diversity of practices and cultures and its impact on products in general and on software in particular goes well beyond the date issue. You may be managing a project to create a new website for a company that sells products worldwide. There are language and presentation style issues to take into consideration; converting the site into different languages isn’t enough. It is obvious that you need to ensure the translation is correct; however, the presentation layer will have its own set of requirements for different cultures. The left side of a website may be the first focus of attention for a Canadian; the right side would be the initial focus for anyone from the Middle East, as both Arabic and Hebrew are written from right to left. Colors also have different meanings in different cultures. White, which is a sign of purity in North America (e.g., a bride’s wedding dress), and thus would be a favoured background colour in North America, signifies death in Japan (e.g., a burial shroud). Table 2.1 summarizes different meanings of common colours.

Project managers in multicultural projects must appreciate the culture dimensions and try to learn relevant customs, courtesies, and business protocols before taking responsibility for managing an international project. A project manager must take into consideration these various cultural influences and how they may affect the project’s completion, schedule, scope, and cost.

Management Knowledge and Skills

As the project manager, you have to rely on your project management knowledge and your general manage­ment skills. Here, we are thinking of items like your ability to plan the project, execute it properly, and of course control it and bring it to a successful conclusion, along with your ability to guide the project team to achieve project objectives and balance project constraints.

There is more to project management than just getting the work done. Inherent in the process of project management are the general management skills that allow the project manager to complete the project with some level of efficiency and control. In some respects, managing a project is similar to running a business: there are risk and rewards, finance and accounting activities, human resource issues, time management, stress management, and a purpose for the project to exist. General management skills are needed in every project.

Interpersonal Skills

Last but not least you also have to bring the ability into the project to manage personal relationships and deal with personnel issues as they arise. Here were talking about your interpersonal skills as shown in Figure 2.8.

Communication

Project managers spend 90% of their time communicating. Therefore they must be good communicators, promoting clear, unambiguous exchange of information. As a project manager, it is your job to keep a number of people well informed. It is essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specifications they are working toward. If project staff members do not know what their tasks are, or how to accomplish them, then the entire project will grind to a halt. If you do not know what the project staff is (or often is not) doing, then you will be unable to monitor project progress. Finally, if you are uncertain of what the customer expects of you, then the project will not even get off the ground. Project communication can thus be summed up as knowing “who needs what information and when” and making sure they have it.

All projects require sound communication plans, but not all projects will have the same types of commu­nication or the same methods for distributing the information. For example, will information be distributed via mail or email, is there a shared website, or are face-to-face meetings required? The communication management plan documents how the communication needs of the stakeholders will be met, including the types of information that will be communicated, who will communicate them, and who will receive them; the methods used to communicate; the timing and frequency of communication; the method for updating the plan as the project progresses, including the escalation process; and a glossary of common terms.

Project management is about getting things done. Every organization is different in its policies, modes of operations, and underlying culture. There are political alliances, differing motivations, conflicting interests, and power struggles. A project manager must understand all of the unspoken influences at work within an organization.

Leadership is the ability to motivate and inspire individuals to work toward expected results. Leaders inspire vision and rally people around common goals. A good project manager can motivate and inspire the project team to see the vision and value of the project. The project manager as a leader can inspire the project team to find a solution to overcome perceived obstacles to get the work done.

Motivation helps people work more efficiently and produce better results. Motivation is a constant process that the project manager must guide to help the team move toward completion with passion and a profound reason to complete the work. Motivating the team is accomplished by using a variety of team-building techniques and exercises. Team building is simply getting a diverse group of people to work together in the most efficient and effective manner possible. This may involve management events as well as individual actions designed to improve team performance.

Recognition and rewards are an important part of team motivations. They are formal ways of recognizing and promoting desirable behaviour and are most effective when carried out by the management team and the project manager. Consider individual preferences and cultural differences when using rewards and recognition. Some people don’t like to be recognized in front of a group; others thrive on it.

Negotiation

Project managers must negotiate for the good of the project. In any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process.

Problem Solving

Problem solving is the ability to understand the heart of a problem, look for a viable solution, and then make a decision to implement that solution. The starting point for problem solving is problem definition. Problem definition is the ability to understand the cause and effect of the problem; this centres on root-cause analysis. If a project manager treats only the symptoms of a problem rather than its cause, the symptoms will perpetuate and continue through the project life. Even worse, treating a symptom may result in a greater problem. For example, increasing the ampere rating of a fuse in your car because the old one keeps blowing does not solve the problem of an electrical short that could result in a fire. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions. Once the root of a problem has been identified, a decision must be made to effectively address the problem.

Solutions can be presented from vendors, the project team, the project manager, or various stakeholders. A viable solution focuses on more than just the problem; it looks at the cause and effect of the solution itself. In addition, a timely decision is needed or the window of opportunity may pass and then a new decision will be needed to address the problem. As in most cases, the worst thing you can do is nothing.

All of these interpersonal skills will be used in all areas of project management. Start practicing now because it’s guaranteed that you’ll need these skills on your next project.

Image Descriptions

Figure 2.5 image description: The sign says, “We can do good, quick, and cheap work. You can have any two but not all three. 1. Good, quick work won’t be cheap. 2. Good, cheap work won’t be quick. 3. Quick, cheap work won’t be good.” [Return to Figure 2.5]

Text Attributions

This chapter was adapted and remixed by Adrienne Watt from the following sources:

• Text under “Project Attributes,” “Project Characteristics,” “Process of Project Management,” and “Project Management Expertise,” were adapted from “What is a Project?,” “Project Characteristics,” “What is Project Management,” and “Project Management Areas of Expertise” in Project Management for Skills for All Careers by Project Management Open Resources and TAP-a-PM. Licensed under a CC BY 3.0 licence .
• Table 2.1 was adapted by Merrie Barron and Andrew R. Barron from P. Russo and S. Boor, How Fluent is Your Interface? Designing for International Users , Proceedings of the INTERACT ’93 and CHI ’93, Association for Computing Machinery, Inc. (1993). The table is from “ Project Management Areas of Expertise ” in Project Management. Licensed under a CC BY 4.0 licence .

Media Attributions

• Chaosreport2009 © Merrie Barron & Andrew R. Barron is licensed under a CC BY (Attribution) license
• Triple constraint triangle © John M. Kennedy T is licensed under a CC BY-SA (Attribution ShareAlike) license
• Whac a mole © sakura is licensed under a CC BY (Attribution) license
• Petrobras sinking © Richard Collinson is licensed under a CC BY-NC-ND (Attribution NonCommercial NoDerivatives) license
• Good-quick-cheap © Barron & Barron Project Management for Scientists and Engineers. is licensed under a CC BY (Attribution) license
• Areas of expertise © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license
• Project environment © Barron & Barron Project Management for Scientists and Engineers, is licensed under a CC BY (Attribution) license
• Interpersonal skills © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license

2. Project Management Overview Copyright © 2014 by Adrienne Watt; Project Management Open Resources; and TAP-a-PM is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

Share This Book

• [email protected]
• Delhi India, 110085

Difference Between Project and Assignment | Assignment vs Project

Regardless of whether we are writing for academic purposes or commercial, it is crucial that we employ proper English grammar . Incorrect language usage can cause concepts to be misunderstood and, in some situations, it can be seen as unprofessional.

What is the Difference between a Project and an Assignment?

The terms “project” and “assignment” are frequently used interchangeably. They do, however, differ in certain ways.

English grammar is difficult to master. One of the main causes is that there are several grammar rules in English as well as endless exceptions to the usage of terms. Learning English grammar can rapidly become overwhelming due to the over 170,000 words in the English language’s lexicon. Whatever the case, expanding your vocabulary by a few words a day can have a significant impact. We will examine the distinction between a project and an assignment, as well as their utilization, in this post.

The Difference Between a Project and an Assignment is Summarised in the Table:

Meanings of Project and Assignment

The definitions of “project” and “assignment,” as outlined above, fluctuate significantly depending on the context.

‘Project’ meaning  – Both the verb and the noun forms of the word project are acceptable. Its significance changes accordingly..

• Using data from the present, provide an estimate or a projection.

a specific strategy or layout

• Assignment meaning  – Only as a noun, the word “ assignment ” denotes the distribution of tasks or people.

Also Read: DIFFERENCE BETWEEN SHALL AND WILL

Examples for Assignment and Project:

We shall explore some examples:

• By 2030, it is anticipated that the average global temperature will reach 25 degrees Celsius.
• His skin started to acquire scaly growths after being exposed to the chemical, I noted.
• On the wall was projected the image.

The project’s findings captured her attention.

• Assignment : The due date is the next week.

Project vs. Assignment – Conclusion

When used as a verb, the word “assignment” denotes a task that you are given by another person. It could also be used to describe the process of assigning people to jobs. On the other hand, a project has different meanings depending on whether it is used as a verb or a noun. The word can also be used as a verb to describe the act of estimating or projecting. It can also imply “to protrude,” as an alternative. The noun “project” designates a particular strategy or layout. Visit Knowledge Glow to learn more about the distinctions between a “project” and a “assignment.” Here you can locate materials for your study as well as other crucial grammar ideas.

About The Author

Knowledge Glow

I am Komal Gupta, the founder of Knowledge Glow, and my team and I aim to fuel dreams and help the readers achieve success. While you prepare for your competitive exams, we will be right here to assist you in improving your general knowledge and gaining maximum numbers from objective questions. We started this website in 2021 to help students prepare for upcoming competitive exams. Whether you are preparing for civil services or any other exam, our resources will be valuable in the process.

Latest post

10 Killer Strategies to Make Your English Essays Stand Out

Celebrating Children’s Day 2024: Top Tips For Educators

Computer Shortcut Keys in MS Office and Windows

Our category.

• Calculators
• Competitive Exam
• English grammar
• Expensive Books
• Free Ias Prep
• Freedom Fighters
• Full Forms List
• General Awareness
• Government Exam
• Important News
• Kids Learning
• Math Questions
• NCERT Solution
• Place to Visit
• RD Sharma Solutions
• Roman Numerals
• Uncategorized

Related Posts

Barriers of Communication: Types of Barriers to Effective Communication

30 Opposite Words in English From A to Z?

Present Perfect Continuous Tense in Hindi : परिभाषा, उदाहरण और अंतर

Developing a Work Breakdown Structure

• First Online: 30 April 2020

Cite this chapter

• Gus Cicala 2  

1553 Accesses

3 Altmetric

At the end of the chapter, the reader should be able to

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Author information

Authors and affiliations.

Wilmington, DE, USA

You can also search for this author in PubMed   Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Augustus Cicala Jr

About this chapter

Cicala, G. (2020). Developing a Work Breakdown Structure. In: The Project Managers Guide to Microsoft Project 2019 . Apress, Berkeley, CA. https://doi.org/10.1007/978-1-4842-5635-0_6

Download citation

DOI : https://doi.org/10.1007/978-1-4842-5635-0_6

Published : 30 April 2020

Publisher Name : Apress, Berkeley, CA

Print ISBN : 978-1-4842-5637-4

Online ISBN : 978-1-4842-5635-0

eBook Packages : Professional and Applied Computing Apress Access Books Professional and Applied Computing (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

Hello! You are viewing this site in ${language} language. Is this correct?

Explore the Levels of Change Management

Change Management and Project Management: A Side-by-Side Comparison

Tim Creasey

Updated: March 17, 2024

Published: May 4, 2022

The disciplines of change management and project management are both necessary when executing a project or initiative. Each discipline brings the critical structure needed for effectively implementing change and achieving the results you want. Yet, c hange management and project management must work together to achieve successful change. Doing so creates a unified value proposition , which sets the foundation for tactical integration and delivers value across all aspects of the project, including both the people side and technical side.

Change Management for Project Managers

Depending on your role, the meaning of change management can vary. Project managers tend to think of it as managing changing resources, process and people on a project. Others may think of it as change control or managing changes to the project itself. When we speak of change management at Prosci, we’re referring to the application of a structured process and tools for managing the people side of change to achieve a desired outcome .

Similarly, project delivery has evolved to include a variety of iterative approaches to solutions design and development, such as Agile, especially in technology projects. Regardless, you can adapt change management to work with sequential, iterative and even hybrid approaches to solutions design, development and delivery.

Are you new to change management? Prosci offers many resources to help you start learning about change management.

Compare Change Management and Project Management

The paragraphs below juxtapose change management and project management, comparing common aspects of each discipline, including focus, definition, intent, process, tools, scaling factors, measurement of success, and practitioners. Although this list highlights the differences between the disciplines, it's more important to remember that change management and project management are complementary disciplines that share a common objective : to deliver successful change.

Project Management and Change Management 

Project management and change management each contribute a critical ingredient to successful change. Although they vary in terms of focus and approach, each discipline is essential to moving your project and people from the transition state to the desired future state. Understanding how each discipline works alongside the other is the first step in achieving a unified value proposition and the strongest foundation possible for your change initiatives. 

Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in Change Management. Their work forms the basis of the world's largest body of knowledge on managing the people side of change to deliver organizational results.

See all posts from Tim Creasey

You Might Also Like

Enterprise - 3 MINS

Definition of Change Management

A Roadmap for Building an Organizational Change Management Capability

Subscribe here.

• Contact sales

Start free trial

Project vs. Program Management: Key Differences and Similarities

Project management and program management are two very important disciplines that help organizations execute projects and achieve their goals. If you’re involved with either projects or programs, it’s important to understand the difference between them.

What Is a Project?

A project is a set of tasks that are executed by a team to achieve a specific goal. Project managers are in charge of overseeing the project life cycle, which is made up of five stages. Project initiation, project planning, project scheduling, project monitoring and project closing. To be executed, projects require resources such as human resources, raw materials and machinery, which are used to execute activities, produce deliverables and achieve milestones.

What Is a Program?

A program is a set of related projects that are executed coordinately so that resources such as raw materials and people are shared among projects. This allows teams to achieve larger goals, increase productivity and improve operational efficiency. Program managers are in charge of managing programs.

Projects and programs may differ, but project management software can help you manage both. ProjectManager is a flexible software that delivers real-time data to help you make more insightful decisions. Use multiple project management tools such as Gantt charts, kanban boards, timesheets and dashboards to track projects, programs and portfolios. Get started with ProjectManager today for free.

Project vs. Program: How They’re Different

Projects and programs differ in many ways. Here are some of the most fundamental differences between a project and a program.

• Structure : A project is well-defined, with a project charter that spells out the scope and objectives for the project. A program tends to have greater levels of uncertainty. The team is also bigger. The program team supervises and coordinates the work on many projects while the core team may not have that many people. The wider team includes project managers and project team members.
• Effort : This is the most significant difference between projects and programs. A project represents a single effort. It’s a team working towards a common goal. A program is different; it’s a collection of projects. Together, the projects form a cohesive package of work. The different projects are complementary and help the program achieve its overall objectives. There are likely to be overlaps and dependencies between the projects, so a program manager assesses these and works with the project managers to check that the program progresses smoothly.
• Duration : Some projects last for several years but most projects are shorter than that. On the other hand, programs are longer as they set out to deliver more. Programs tend to be split into phases. Some projects are also split like this, but not all projects last long enough to be delivered in multiple phases.
• Benefits : A project team works towards achieving certain outputs, that is, what you get at the end. For example, this could be a set of deliverables that form a software package or a new retail branch. The benefits of a project tend to be tangible: you get a ‘thing’ at the end of it. A program team works towards delivering outcomes. Outcomes can be tangible but are often not. The benefits of a program are the sum of the benefits of the different projects and this could amount to a policy or cultural change, or a shift in the way an organization works.

Project Management vs. Program Management

Now that we’ve outlined the main differences between a project and a program, let’s now discuss how they’re managed. As stated above, there are both similarities and differences between them, which is also true for project management and program management.

Get your free

Multiple Project Tracking Template

Use this free Multiple Project Tracking Template for Excel to manage your projects better.

What Is the Difference Between Project Management and Program Management?

Programs have projects, but projects don’t have programs. So, it’s a matter of volume, working across many projects, against managing only one. Therefore, it seems right to assume that the goals of these disciplines would be similar.

To some extent they are, but it’d be misleading to say that the only difference between project management and program management is the number of projects under their care. While this is true, their main difference lies in their scope.

Program management goals are drafted from a high-level view, while projects are planned as a way to accomplish them. So, project management manages the efforts of one team that works to achieve specific goals while programs are used whenever there are long-term goals that require a company-wide effort.

Key Similarities Between Project Management and Program Management

The above might make programs seem drastically different from projects. However, while projects and programs have differences, there are characteristics that are similar to both. Here are four traits that projects and programs have in common.

• They use the same tools and techniques: Both project and program managers need the same project management tools to plan, schedule and track their team’s progress. Some examples are Gantt charts, project roadmaps and project dashboards. They can be managed from a PMO: Large organizations usually have a project management office (PMO) from which they manage both projects and programs.
• They’re temporary : Projects and programs aren’t long-term endeavors. They exist until the work is done, and then the project or program structure and the team are disbanded. This is part of what makes project and program work so interesting – you can always see the end and you have the opportunity to work on many different initiatives over your career!
• They have business cases : This is similar to all the work that a company does, even the business-as-usual stuff. Projects and programs should only start when they have a valid business case . In other words, project and program managers only work on activities that’ll add value and that are proven to make good business sense. There’s no point in wasting time working on something that won’t benefit the company.
• They’re aligned with strategic objectives : It should be easy to see how the projects and programs you line up with the company’s strategic objectives . If this isn’t specified in the business case, ask your project sponsor. It should be easy to see that the work your team is doing on the project or program directly contributes to the company’s goals. Otherwise, what’s the point?
• They deliver change : This is the big one—projects and programs both deliver change. After completing a project or a program, it should result in change. This could be something big or small. Programs tend to have larger goals for changing the status quo and often include an element of cultural change but the concept is the same.

Program Manager vs. Project Manager

Here’s a quick overview of these two important project management roles.

The Program Manager

A program manager , as noted, is responsible for overseeing many projects. That means they manage multiple project teams, but also in many cases the project managers for those projects within his program. The overall success of the programs rests on the shoulders of the program manager.

The Project Manager

A project manager is responsible for one project and its plan, scope, schedule, managing resources, budget, etc. They’ll hire a team and manage their tasks, while monitoring and tracking performance to make sure the project is on track. Their goal is to deliver a successful project outcome, which is the delivery of a quality product or service within budget and on time.

This multiple project tracking template for Excel can help you monitor the progress of multiple projects simultaneously. Not only that, but it allows you to zoom into the costs, percentage of completion, due dates and priority level of all the tasks that make up each project in your program or portfolio.

We offer a variety of free PMO templates you can use to manage all aspects of your projects, programs and portfolios.

ProjectManager Can Manage Projects and Programs

Though a project and a program are distinct, the project management tools used to manage them are very similar. ProjectManager is award-winning project management software that’s robust enough to manage projects, programs or portfolios.

Multiple Project Planning Tools

ProjectManager’s online Gantt chart lets you create a visual plan for your project, program or portfolio, identify critical tasks and establish phases, milestones and dependencies. Besides that, you can use other project planning tools such as kanban boards, project calendars and task lists to assign tasks to team members and watch the progress bars update on your dashboards as team members complete tasks. As previously mentioned, there’s also a roadmap feature that creates timelines for all of your projects, enabling you to track the various projects within your program.

Track Progress, Costs and Resources Across Projects and Programs

Use our portfolio dashboard to get a high-level view of all your projects in one place. The live data pulls from each project and is displayed in easy-to-read graphs and charts that illustrate the health of the project, time spent on tasks, costs, workload and more. There’s no time-consuming configuration as you’ll find with lightweight software. Our real-time dashboard is ready when you are.

Create Project Portfolio Management Reports

There are also portfolio reports , so you have a variety of ways to make sure that your projects are on track. Plus, since ProjectManager is online, all of your project and program data updates in real time, giving you the most accurate data possible.

Related Content

• Project Management Office (PMO): The Ultimate Guide
• What Is Project Management?
• What Is Program Management?
• How to Manage Multiple Projects

Whether you’re managing projects or programs, the right tools are required to support your team  and help you manage the effort. You need a way to see across all your projects.  ProjectManager enables you to see your resource allocation across your projects with real-time dashboards and reporting functions and helps you keep your projects on track. Get started with ProjectManager for free by taking this free 30-day trial.

Deliver your projects on time and under budget

Start planning your projects.

Projects vs Operations Management: 10 Differences With Examples

As per the PMBOK Guide, a project can be defined as a temporary endeavor undertaken to create a unique product, service, or result.

The main difference between projects and operations is that operations are not projects i.e., Operational work is neither temporary nor produces unique results.

I have written this post to delve into the differences between projects and operations. It contains some examples that will help you to distinguish between these project management terms. Understanding the difference is important if you are preparing for the PMP (Project Management Professional) exam that is conducted by PMI (Project Management Institute) because the exams test your project management knowledge.

Additionally, you will find similarities between these two terms in this post. This post also gives a brief overview of product lifecycle and talks about why both projects and operations are important for the business of an organization.

For a quick overviews of the difference between these terms, you can watch the following video.

Table of Contents

What are Projects?

A project is a temporary endeavor undertaken to create a unique product, service, or result.

The crux of the definition is in two keywords: “temporary” and “unique.”

Temporary means that the effort has a timeline (start date and end date) whereas Unique refers to an end result that has a novelty and has not been done before.

Temporary doesn’t refer to the end result of a project. It does not mean the project’s result is insignificant or of low value. It also does not mean that the endeavor is short-term. Temporary simply means that there is a specific start and end date for the project.

Projects do not continue forever and they produce something new when they finish. They can be viewed as an agent for change.

Projects are inherently risky and they improve competitive advantage. All project goals are met in a successful project.

A software like Microsoft Project can be used for project management.

Note: Some of the projects may leave behind long lasting results. The great Egyptian pyramids have been in existence since 2500 B.C. but they still are still relevant today.

Examples of Projects

Let’s look at some business world examples of projects:

• Digging an oil well
• Developing an e-commerce website
• Designing a new car
• Constructing a highway

Projects are not unique to the business world. We also undertake a few projects during our lifetime. Here are some examples:

• Landscaping a Garden
• Renovating a kitchen
• Organizing a birthday party
• Running a marathon

What are Operations?

Operations can be simply described as something that are not projects. They are not temporary i.e. they do not have a defined end date and they do not produce anything unique. They are ongoing, repetitive, and maintain a status quo.

Operations management involves routine and repetitive tasks that are required for business administration. They sustain a business.

Although an operation is non-temporary, it cannot be termed as permanent. Operations are usually discontinued when there is no market demand for the product it maintains. This may happen after a few years or few decades but it totally depends on market dynamics.

Operations manager change as operations are maintained over a long period of time.

A software like Microsoft Dynamics can be used for operations management.

Examples of Operations

Let’s look at some business world examples of operations:

• Manufacturing of ingots
• Supplying cement to a construction company
• Textile production
• Running a departmental store

Our daily life is full of operations. Here are some examples:

• Drive to work
• Prepare and cook meals
•  Buy groceries

Difference Between Projects and Operations

Similarities between projects and operations.

Although projects and operations cater to altogether different aspects of the business world, there are many similarities between them.

• Both are planned, executed, and monitored & controlled.
• Both are necessary to reach business goals.
• Both are limited by resources, time, and budget.
• Both are done by people.

Product Lifecycle

A product lifecycle is a collections of projects and operations. It starts with a project that created the initial product or service. The first project is followed by an operation, which is used to maintain the product or service.

Just before the an individual project is completed, the project manager and project team hands over the product (along with its complete knowledge-base) to the operations manager.

Subsequently, many more projects might be initiated during the product lifecycle to upgrade the initial product or service.

Operations management starts after the first project and continues till the end of product lifecycle. The final phase of product lifecycle is product retirement when the product is taken out of the market and operations are closed.

You can look at the following video to understand the difference between product and project lifecycle.

Importance of Projects and Operations

Some people believe that projects are more important than operations because they bring about a change. Nothing can be farther from the truth.

Both projects and operations have a role to play in the business world. In fact, operations employ more people in the world and generate far more GDP (Gross Domestic Product) than projects.

Some businesses revolve around projects e.g. software services and business consulting whereas other businesses thrive or operations e.g. cement manufacturing and goods transportation. However, the business of most large companies utilizes both projects and operations e.g. mining companies and automobile manufacturers.

Over to You

What is you take on projects and operations? Is one more important than the other? Does your work involve more or projects or operations?

I will love to hear from you.

Similar Posts

3 Differences Between Configuration Management vs Change Management

Is configuration management part of change management? Or, is it the other way around? A few months ago, there was an interesting discussion on one of the LinkedIn forum. The discussion was focused on configuration management vs change management. A few participants said that Configuration Management Plan is part of Change Management Plan. While other…

How to Use Leads and Lags in Project Schedule?

Leads and Lags – Definitions, Explanations & Examples Leads and Lags are essential for making a good project schedule. They are the basic building blocks of scheduling. Many scheduling experts don’t use them. Instead, they often apply (incorrect) alternatives. In my opinion, Leads and Lags are easy to use and implement. They should always be…

Parametric Estimating In Project Management With Examples

Parametric estimating technique uses an algorithm or formula to calculate expected duration, cost, or resource requirements based on historical data and other project parameters. It uses statistical relationship between different project variables for estimating current values. Parametric estimation is one of the five project management estimation methods that are described in the PMBOK Guide (A…

Earned Value Management System Explained in Easy Language

Do you find Earned Value Management System a difficult concept? I generally ask the above question in my class before I start explaining what is Earned Value Management System. Usually I find most of the students have not even heard about Earned Value Management System, let alone gauge its difficulty. On the other hand, a small…

Finish to Finish [FF] Relationship (Dependency) With Examples

Finish To Finish is a logical relationship (or dependency) in which a successor activity cannot finish until its predecessor activity has finished. Finish to Finish (FF) is one of the four activity relationships of project management. These are used while preparing project schedule. The other three relationships are: Finish to Start (FS) relationship Start to…

The Ultimate Guide On Project Dependencies With Examples

I have written this article to provide complete details of project dependencies. It discusses all aspects of dependencies in project management including definition, meaning, and description. It also includes explanatory diagrams and small examples. You will also find difference between project dependencies, assumptions, constraints, and risks in this article. Project Dependencies – Definition & Meaning…

One Comment

Thanks very much it’s really helpful

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

• school Campus Bookshelves
• menu_book Bookshelves
• perm_media Learning Objects
• login Login
• how_to_reg Request Instructor Account
• hub Instructor Commons

Margin Size

• Download Page (PDF)
• Download Full Book (PDF)
• Periodic Table
• Physics Constants
• Scientific Calculator
• Reference & Cite
• Tools expand_more
• Readability

selected template will load here

This action is not available.

1.8: Assignment- Relationships Between Management Theory and Organizational Behavior

• Last updated
• Save as PDF
• Page ID 48593

\( \newcommand{\vecs}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \)

\( \newcommand{\vecd}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash {#1}}} \)

\( \newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\)

( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\)

\( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\)

\( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\)

\( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\)

\( \newcommand{\Span}{\mathrm{span}}\)

\( \newcommand{\id}{\mathrm{id}}\)

\( \newcommand{\kernel}{\mathrm{null}\,}\)

\( \newcommand{\range}{\mathrm{range}\,}\)

\( \newcommand{\RealPart}{\mathrm{Re}}\)

\( \newcommand{\ImaginaryPart}{\mathrm{Im}}\)

\( \newcommand{\Argument}{\mathrm{Arg}}\)

\( \newcommand{\norm}[1]{\| #1 \|}\)

\( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\AA}{\unicode[.8,0]{x212B}}\)

\( \newcommand{\vectorA}[1]{\vec{#1}}      % arrow\)

\( \newcommand{\vectorAt}[1]{\vec{\text{#1}}}      % arrow\)

\( \newcommand{\vectorB}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \)

\( \newcommand{\vectorC}[1]{\textbf{#1}} \)

\( \newcommand{\vectorD}[1]{\overrightarrow{#1}} \)

\( \newcommand{\vectorDt}[1]{\overrightarrow{\text{#1}}} \)

\( \newcommand{\vectE}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash{\mathbf {#1}}}} \)

Open Pedagogy Assignments in which students use their agency and creativity to create knowledge artifacts that can support their own learning, their classmates’ learning, and the learning of students around the world. (See this peer-reviewed article for more details.) This assignment is aligned to the learning outcomes of Organizational Behavior/Human Relations and we’ve identified the module where the reading appears. All of the assignments can be created with a cell phone camera or any video recording device, Google or Word documents, and your learning management system.

Learning Objectives

• Describe the relationship between management theory and organization behavior

In Module 1, we cover the history of management theories and organizational behavior. This assignment will help you describe the influence of management theories on current practices of workflow, company policies, and management styles.

Using your cell phone or any other recording device, create a short video advising a fellow student who shares your interest in learning more about the relationship between management theory and organizational behavior. You don’t have to edit or create a professional-grade film. You’ve most likely have done this type of recording already on social media, so feel free to use the same informal conversational tone.

You may need to do a quick internet search to review management theories, and you’ll want to review the information in this module. Think of your audience as fellow students who are interested to learn about these theories. Better yet, try to explain to your audience as if you were talking to somebody who is not taking this course.

In your video, you can address two of the three questions in your video:

• What is management theory in your own words? Use one theory as an example in your definition.
• How do organizational behavior theories help explain workflow practices and company policies?
• How are management styles influenced by organizational behavior?

A Note To Teachers: You may need to review the management theories, define workflow practices, and guide the students through the early formation of organizational behavior as a field of study. This is also a great opportunity to share your expertise and experience with students. For this assignment, the first term students will be creating the videos, and then the next term’s students can respond to the videos. After you have a few terms of student examples, use the best three from the batch and start the process over again. Using the videos as starting points for OL discussion boards may work as well.

Contributors and Attributions

• Management Theory and Organizational Behavior. Authored by : Lumen Learning . License : CC BY: Attribution

Co-op Live: The relationship between Man City and delay-hit arena

Things may be developing nicely on the pitch for Manchester City at the moment as Pep Guardiola’s team chase an unprecedented fourth consecutive Premier League title alongside the FA Cup , but the same cannot be said for the Co-op Live arena, which lies in the shadow of the Etihad Stadium.

The sight of looming cranes — some of the biggest in Europe — has become a regular feature of the matchday experience at City over the past year. With the Co-op Live rising so close to the Etihad, there is no surprise there is a formal link between the two.

Advertisement

City’s owners, City Football Group (CFG), are believed to have invested just shy of 50 per cent of the £365million ($457m) total cost of the project. Singer Harry Styles is also a minority investor.

Neither City nor the CFG will benefit directly from the arena financially when it is up and running, but there is a hope that the venue will add value to the group and will play a central part in the regeneration of the area around the Etihad.

That is, though, more or less where the links end as City have been separated from the major delays that have forced the arena to postpone or cancel its first events, as well as its CEO to resign.

Co-op Live had been scheduled to open its doors on April 23. It is now hoping to start on May 14 after several performers, including comedian Peter Kay and music artists Olivia Rodrigo and Take That, saw their performances either cancelled or rearranged.

Sources familiar with the matter — who do not wish to be named to protect the law of confidence — say that although there are regular meetings between staff from City and Co-op Live, the Premier League club have not provided any operational support throughout the project.

With such major work ongoing so close to City’s own infrastructure, the club have had to maintain regular contact with the arena to plan for their own events and how the site as a whole will operate on days when there are matches and concerts on the same day.

City have their own development project ongoing as they continue to expand the Etihad’s North Stand. That is entirely separate from the work at Co-op and involves the construction of a hotel and a covered fan park. It will cost £300million.

That work is thought to be progressing as planned, with the stand scheduled to open in the first part of the 2025-26 season.

Despite regular meetings, City staff were taken aback by the scale of the delays at Co-op Live and the string of late cancellations or postponements in the past fortnight.

There has been no offer from City to provide operational support despite — or perhaps because of — those high-profile setbacks that have beset the venue and made national headlines.

At the end of April, the first test event at the arena (a Rick Astley concert) had its capacity reduced from around 11,000 to 4,000 just hours before its scheduled start time. This led to Peter Kay’s shows, which were intended to open the arena, being postponed for the first time.

A second test event was cancelled with little over 24 hours’ notice and Kay’s shows were postponed again. Then, last Wednesday, U.S. rapper A Boogie Wit da Hoodie saw his show cancelled with some fans already inside the arena.

Manchester City Council’s building control is yet to sign off on the building and concerns have been raised by the police and fire services. Videos posted to TikTok have shed light on the problems inside the venue, with wires hanging from ceilings or taped to walls.

City are equal joint venture partners with Oak View Group, the major U.S. sports and real estate enterprise that is responsible for the works.

OVG, based in Denver, awarded the construction contract for Co-op Live to BAM, the company behind City’s Etihad Campus training complex, which opened in 2014 and is situated on the other side of the Etihad Stadium.

OVG has 133 other convention centres, amphitheatres and music and sporting venues largely in the U.S. and Canada, including the Philadelphia Phillies’ 43,000-capacity baseball stadium Citizens Bank Park, the 35,000-seater Snapdragon Stadium in San Diego, and the 5,000-capacity Utilita Arena in Cardiff, Wales.

“This is the most expensive arena ever built outside of North America,” CEO Tim Leiweke said of Co-op Live last month, as he bullishly claimed the arena would open on time.

“I know for the next 30 years, no one will remember the first seven days,” he added.

That will still be the case even if the delays last another month or two, with some of the biggest artists in the world lined up to play, though the situation has deteriorated since his comments, with fans already shelling out for travel and accommodation to attend gigs that have not gone ahead.

City declined to comment, but a spokesperson for Co-op group spelled out its position.

“Co-op Group is the naming-rights partner, we are a sponsor and do not own or run the venue,” a statement provided to The Athletic reads.

OVG’s Leiweke said: “It’s not been the smooth start we had planned for, and I know that has caused a huge amount of disruption and frustration to thousands of people On behalf of all of us at Oak View Group, I’d like to express my sincere apologies to all those that have been affected. We understand that there is work to be done to rebuild your trust in us. This starts now.”

An OVG spokesperson added: “At this time, we do not expect further impact on our opening season.”

BAM did not respond to a request for comment by the time of going to publish.

The arena has attracted some of the biggest names in entertainment, with Olivia Rodrigo, Liam Gallagher, The Killers and Nicki Minaj signing up to perform in what were scheduled to be the first weeks of the arena.

It remains to be seen how the Etihad Stadium and Co-op Live will co-exist once everything is up and running, though — there will be occasions when upwards of 50,000 people attend a City match while events take place at the 23,500-seater arena.

That was due to happen last Saturday, with City hosting Wolves in the Premier League at the same time as music fans arrived for Olivia Rodrigo’s gig, putting a strain on the roads and public transport systems servicing the area.

Meetings between City and Co-op Live have focused on these scenarios as both parties work to ensure that more people than ever can move around the site problem-free.

The only chance of two events coinciding before the end of this Premier League season would be if a Barry Manilow concert on May 19 is given the go-ahead. City kick off at 4pm against West Ham , but fans could stay much longer after full time if their team wins the title.

City know that if they win their three remaining matches against Fulham , Tottenham and West Ham, they will be crowned champions again. The Co-op Live’s immediate future is far less certain.

(Top photos: Getty Images)

Get all-access to exclusive stories.

Subscribe to The Athletic for in-depth coverage of your favorite players, teams, leagues and clubs. Try a week on us.

Sam Lee is the Manchester City correspondent for The Athletic. The 2020-21 campaign will be his sixth following the club, having previously held other positions with Goal and the BBC, and freelancing in South America. Follow Sam on Twitter @ SamLee