Project Characteristics

The seven main characteristics of a project are:-

1. Importance
2. Specific end results
3. Definite life cycle
4. Complex interdependencies
5. Uniqueness
6. Limited resources
7. Environment of conflict

There are three major characteristics that all projects share and at the same time, there are also a number of other characteristics that are common to projects but not universal. The first universal characteristic of projects is that every project is unique in itself. No two projects are ever same. They might be similar but not exactly same. Even though the desired end results may have been achieved elsewhere, every project has some unique elements. It follows from the definition of “project” which distinguishes itself from the so called ‘routine’ works that are being carried out in an organization. The second universal characteristic of project is that a project is a one-time occurrence with a well-defined and specific set of desired end results. These end results are referred to as the “scope”, or sometimes required ‘performance’, of the project. The third universal characteristic of projects is that they have a finite duration. There is a clear date when the project is launched and a corresponding completion date by when the project is expected to be completed.  Projects have a life cycle of their own. More often than not, projects start with a slow beginning and progress to a buildup of size, then peak, begin a decline, and finally terminate or close by some due date or deadline. These are project characteristics.

While not universally true, projects often interact with other projects being carried out simultaneously by their parent organization. Typically, these interactions take the form of competition of scarce resources between projects. While such inter-project interactions are common, project always interact with the parent organization’s standard, ongoing operations – highlighting the effect of complex interdependencies. Projects also typically have limited budgets, both for personnel as well as other resources. Often the budget is implied rather than detailed, particularly concerning personnel, but it is strictly limited. The attempt to obtain additional resources (or any resources) frequently leads to the next attribute – conflict. Projects compete with functional departments for resources and personnel. The members of the project team are in almost constant conflict for the project’s resources and for leadership roles in solving project problems.

Lastly, the project needs to be important for the eyes of senior management to justify setting up a special organizational unit outside the routine structure of organization. The senior management should have a valid reason to carry out the specific tasks of the project and invest time, money, and resources towards the completion of the project.