Managing Small CAPEX Projects - Revision history

S092106 at 21:51, 28 February 2021

2021-02-28T21:51:34Z

S092106 at 21:30, 28 February 2021

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	by Emil Randa-Boldt		by Emil Randa-Boldt


	'''Summary'''		'''Summary'''

S092106 at 21:29, 28 February 2021

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	Even if the organization succeed in identifying the small project hidden in the day-to-day work, it can be hard for the project manager (PM) to apply the standard tools for ensuring the quality of a project. That is due to the fact that time and resources allocated to run such a project are limited. The PM has to navigate in the project management jungle and chose to focus the available resources on key elements. This article offers some reflections and recommendations of how to handle this situation by 1) developing a set of bulletpoints to evaluate if a given task is actually a small project, 2) offering an overview of the possible challenges connected to a small project and 3) presenting recommendations of how to deal with the small project. All this is intended to help the PM understand the potential situation and provide a guidance of where to get started.		Even if the organization succeed in identifying the small project hidden in the day-to-day work, it can be hard for the project manager (PM) to apply the standard tools for ensuring the quality of a project. That is due to the fact that time and resources allocated to run such a project are limited. The PM has to navigate in the project management jungle and chose to focus the available resources on key elements. This article offers some reflections and recommendations of how to handle this situation by 1) developing a set of bulletpoints to evaluate if a given task is actually a small project, 2) offering an overview of the possible challenges connected to a small project and 3) presenting recommendations of how to deal with the small project. All this is intended to help the PM understand the potential situation and provide a guidance of where to get started.

	~~OBS!~~
	~~The purpose of this article is to help you distinguish between a task and a project. And give a suggestion on what key elements you should focus on when dealing with a small project.~~
	~~OBS!~~

	To further clarify when and where the tools in this article can be applied, the focus has been set on the organizational CAPEX projects (Capital Expenditure). What characterize a CAPEX project is that the project owner and most of the stakeholders are internal in the organization. Examples of CAPEX projects could be to upgrade of machinery on a production line, retrofitting a crane on a cargo ship or develop a small internal IT system.		To further clarify when and where the tools in this article can be applied, the focus has been set on the organizational CAPEX projects (Capital Expenditure). What characterize a CAPEX project is that the project owner and most of the stakeholders are internal in the organization. Examples of CAPEX projects could be to upgrade of machinery on a production line, retrofitting a crane on a cargo ship or develop a small internal IT system.

	The problem with small projects is that they go "under the radar", and not much research have been done on the subject. Therefore, the available sources on the field are mainly based on experiences from people working with small projects. The statements in this article are based on reflections from the authors personal experiences working in the gap between solving business as usual tasks and projects in a technical organization, and further substantiated by different sources also with experience from small projects. The guidance presented is primarily based on the acknowledged standards: PRINCE2 and PMI. The content of these methods has been shaped to better fit the challenges of small projects.		The problem with small projects is that they go "under the radar", and not much research have been done on the subject. Therefore, the available sources on the field are mainly based on experiences from people working with small projects. The statements in this article are based on reflections from the authors personal experiences working in the gap between solving business as usual tasks and projects in a technical organization, and further substantiated by different sources also with experience from small projects. The guidance presented is primarily based on the acknowledged standards: PRINCE2 and PMI. The content of these methods has been shaped to better fit the challenges of small projects.


	== What makes a "small" project ==		== What makes a "small" project ==
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	If the conclusion of the evaluation consists of elements from the above criterias, you need to put on your Project Manager hat.		If the conclusion of the evaluation consists of elements from the above criterias, you need to put on your Project Manager hat.

	When a project has been identified as a project – you will need to define if this can be characterize as a small project. The more traditional tools to estimate the size of a project is by looking at estimated cost and time consumption, but that is relatively from branch to branch, and it is therefore difficult to make a set of generalizing rules. Also, risk profile is a crucial factor regarding larger projects, but when dealing with small projects the risks are often very limited <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/managing-leading-small-projects-7245</ref>. To summarize the conceptualization of a small project in this article:		When a project has been identified as a project – you will need to define if this can be characterize as a small project. The more traditional tools to estimate the size of a project is by looking at estimated cost and time consumption, but that is relatively from branch to branch, and it is therefore difficult to make a set of generalizing rules. Also, risk profile is a crucial factor regarding larger projects, but when dealing with small projects the risks are often very limited <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/managing-leading-small-projects-7245</ref>. To summarize the conceptualization of a small project in this article:


	''A small project starts out in the gap between day-to-day tasks and the organizational determined projects. The applied project management practice is determined by the responsible caseworker --> project manager.''		''A small project starts out in the gap between day-to-day tasks and the organizational determined projects. The applied project management practice is determined by the responsible caseworker --> project manager.''

S092106 at 21:28, 28 February 2021

2021-02-28T21:28:16Z

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S092106 at 16:37, 28 February 2021

2021-02-28T16:37:23Z

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	* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is often forgotten. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree to the final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.		* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is often forgotten. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree to the final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.

	* Time estimation: The often narrow time frame for a small project is also one of the issues that needs extra attention ~~of the PM~~. The time issues can be divided into two. The first, is delivery time of essential items (e.g. machinery/spare parts) that can not be acquired before a given date. The second, is that implementation of a solution is fixed on specific time period (e.g. pause in production). It is important to as fast as possible to gain a overview of it is even possible to deliver a solution to the required time. In most cases is it possible to ~~fast~~ obtain some estimates from subcontractors ~~and if there is conflict~~ shall ~~this~~ be ~~presented to relevant stakeholders as quick as possible to~~.		* Time estimation: The often narrow time frame for a small project is also one of the issues that needs extra attention. The time issues can be divided into two. The first, is delivery time of essential items (e.g. machinery/spare parts) that can not be acquired before a given date. The second, is that implementation of a solution is fixed on specific time period (e.g. pause in production). It is important to as fast as possible to gain a overview of it is even possible to deliver a solution at the required time. In most cases is it possible to obtain some estimates from subcontractors. From estimates shall a high-level plan to made. This plan will be review and edited through the project <ref name="PRINCE2">AXELOS. (2017). ''Managing Successful Projects with PRINCE2 2017 Edition''. The Stationery Office Ltd. https://www.axelos.com/store/book/managing-successful-projects-with-prince2-2017</ref> (p.95).

	=== Communication ===		=== Communication ===

S092106 at 16:28, 28 February 2021

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	=== Communication ===		=== Communication ===
	* Overall communication strategy: Stakeholder engagement and scope definition are the two main objectives in the initial phase, but to success with those is a general communication strategy vital. It is important the PM finds a balance in deliver documentation to inform involve stakeholders and not drown in delivering formal project management paperwork.		* Overall communication strategy: Stakeholder engagement and scope definition are the two main objectives in the initial phase, but to success with those is a general communication strategy vital <ref name="PMI">Project Management Institute, Inc. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref> (p.360-363). It is important the PM finds a balance in deliver documentation to inform involve stakeholders and not drown in delivering formal project management paperwork.

	* Visibility: Most organizations keeps track of current and future project in a systematic way. Small projects are often forgot to be included in this overview. If possible do what you can to get a small project included in organizational plans. It is not possible than create the visibility in the most banal way - inform colleague what you are working on, use your network in the organization, etc. In search for finding aid and possible synergi will also increase the possibility of success.		* Visibility: Most organizations keeps track of current and future project in a systematic way. Small projects are often forgot to be included in this overview. If possible do what you can to get a small project included in organizational plans. It is not possible than create the visibility in the most banal way - inform colleague what you are working on, use your network in the organization, etc. In search for finding aid and possible synergi will also increase the possibility of success.

S092106 at 16:24, 28 February 2021

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	=== Scope definition ===		=== Scope definition ===

	* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is ~~never made~~. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree a final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.		* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is often forgotten. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree to the final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.

			* Time estimation: The often narrow time frame for a small project is also one of the issues that needs extra attention of the PM. The time issues can be divided into two. The first, is delivery time of essential items (e.g. machinery/spare parts) that can not be acquired before a given date. The second, is that implementation of a solution is fixed on specific time period (e.g. pause in production). It is important to as fast as possible to gain a overview of it is even possible to deliver a solution to the required time. In most cases is it possible to fast obtain some estimates from subcontractors and if there is conflict shall this be presented to relevant stakeholders as quick as possible to.

	=== Communication ===		=== Communication ===
	~~…to create visibility of~~ the ~~project~~, ~~communicate~~ with ~~project owner and stakeholders…~~		* Overall communication strategy: Stakeholder engagement and scope definition are the two main objectives in the initial phase, but to success with those is a general communication strategy vital. It is important the PM finds a balance in deliver documentation to inform involve stakeholders and not drown in delivering formal project management paperwork.
	~~…Clear and short reports only showing essential information to maintain partners focus…~~
	.~~..Create~~ a ~~relation~~ to stakeholders ~~so they feel they can contact you~~ and ~~that you cooperative..~~.



			* Visibility: Most organizations keeps track of current and future project in a systematic way. Small projects are often forgot to be included in this overview. If possible do what you can to get a small project included in organizational plans. It is not possible than create the visibility in the most banal way - inform colleague what you are working on, use your network in the organization, etc. In search for finding aid and possible synergi will also increase the possibility of success.


	== Limitations ==		== Limitations ==
	~~It is important to remember that dealing with projects there is no right or wrong, and it is impossible make a "one-size-fits-all" approach.~~

	The recommendations highlighted in this article are primarily based on selected parts from the two project management methods - PRINCE2 and PMI. The selected practices are simplified and adapted to concern the challenges which a presented regarding small projects. There are many more aspect to conduct project management which are not presented in this article, and some of those aspect may be relevant to some small projects.
	~~Also, important to understand that the complexity of organizations and projects variates, and the recommendations presented here may not be applicable in all organizations.~~

	...~~How~~ to ~~get shape your organization to better deal~~ with ~~small~~ projects ~~(system~~, ~~templates~~, ~~etc~~.)...		The recommendations highlighted in this article are primarily based on selected parts from the two project management methods - PRINCE2 and PMI. The selected practices are simplified and adapted to concern the challenges which a presented regarding small projects. There are many more aspect to conduct project management which are not presented in this article, and some of those aspect may be relevant to some small projects. It is important to remember that dealing with projects there is no right or wrong, and it is impossible make a "one-size-fits-all" approach.
			Also, important to understand that the complexity of organizations and projects variates, and the recommendations presented here may not be applicable in all organizations. What could be interesting is to have a dialog in communication of how to deal small project. Maybe develop a structured approach that better fit your specific organization. This is not included in this article but is a very relevant subject to create better management of small projects.

S092106: /* Annotated Bibliography */

2021-02-27T23:03:36Z

Annotated Bibliography

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	* Rowe, Sandra F: PMI Conference paper (2007): '''Managing and leading small projects'''. This paper do also look into how to define a small project and reflects on the roles and required leading capacities of the project manager. https://www.pmi.org/learning/library/managing-leading-small-projects-7245		* Rowe, Sandra F: PMI Conference paper (2007): '''Managing and leading small projects'''. This paper do also look into how to define a small project and reflects on the roles and required leading capacities of the project manager. https://www.pmi.org/learning/library/managing-leading-small-projects-7245

	* '''Project Management Canvas''' a widely used tool to create a simple overview of a project. This could a concrete supplement to create a structure in the informal work flow and be way to communicate the different aspect of a project to the organization/stakeholders. http://www.projectcanvas.dk/		* '''Project Management Canvas''' a widely used tool to create a simple overview of a project. This could be a concrete supplement to create a structure in the informal work flow and be way to communicate the different aspect of a project to the organization/stakeholders. http://www.projectcanvas.dk/

	* Jennifer Bridges, PMP (2015). Youtube video: '''How To Manage Small Projects - Project Management Training'''. This video presents a quick overview of some of the same themes given in this article, but do also provide some idea that can be introduced in the organization to better handle small project. The video could be the the set off to a dialog in an organization of how to develop some concrete templates or tools the project managers could use when starting up projects. https://www.youtube.com/watch?v=Ofws8Tl0UXg		* Jennifer Bridges, PMP (2015). Youtube video: '''How To Manage Small Projects - Project Management Training'''. This video presents a quick overview of some of the same themes given in this article, but do also provide some idea that can be introduced in the organization to better handle small project. The video could be the the set off to a dialog in an organization of how to develop some concrete templates or tools the project managers could use when starting up projects. https://www.youtube.com/watch?v=Ofws8Tl0UXg

S092106 at 23:01, 27 February 2021

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	=== Project owner and Stakeholder engagement ===		=== Project owner and Stakeholder engagement ===

	* Identify "customers": The ~~"customer"~~ the most important stakeholder in CAPEX project, because the scope is often to deliver a specific solution they shall benefit from. To identify stakeholder is a key element in project management <ref name="PMI">Project Management Institute, Inc. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref> (p.503-505). In a small project that is easy to forget because the scope seems so narrow the PM tends to forget to look out in the organization and spot other potential stakeholders. Also, due to the low visibility in the organization the project is overlooked by potential stakeholders. An idea would be interview the main stakeholder in search for other stakeholders so the final solution targets as wide as possible (be careful the projects to lose track).		* Identify project customers: The customers are the most important stakeholder in CAPEX project, because the scope is often to deliver a specific solution they shall benefit from. And they are often them to deliver the feedback to define the project scope. To identify stakeholder is a key element in project management <ref name="PMI">Project Management Institute, Inc. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref> (p.503-505). In a small project that is easy to forget because the scope seems so narrow the PM tends to forget to look out in the organization and spot other potential stakeholders. Also, due to the low visibility in the organization the project is overlooked by potential stakeholders. An idea would be interview the main stakeholder in search for other stakeholders so the final solution targets as wide as possible (be careful the projects to lose track).

	* Project Owner engagement: The project owner is often a busy person handling multipel projects and the small projects have the least attention. The PM requires acceptance from the project owner to proceed with certain elements in a project. Develop a strategy of how to handle the specific project owner. That strategy should include means of communication. Especially the format and content of documentation that shall be presented to the project owner. To gain the "go-ahead" requires to present a clear case (see Scope Definition - Mini Business Case). Do never present half result or solutions for the project owner. Or be searching for what the project owner think - only present documentation from which the project owner can make a decision.		* Project Owner engagement: The project owner is often a busy person handling multipel projects and the small projects have the least attention. The PM requires acceptance from the project owner to proceed with certain elements in a project. Develop a strategy of how to handle the specific project owner. That strategy should include means of communication. Especially the format and content of documentation that shall be presented to the project owner. To gain the "go-ahead" requires to present a clear case (see Scope Definition - Mini Business Case). Do never present half result or solutions for the project owner. Or be searching for what the project owner think - only present documentation from which the project owner can make a decision.

S092106 at 22:59, 27 February 2021

2021-02-27T22:59:57Z

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	* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is never made. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree a final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.		* Mini Business Case: Due to the informality in small projects a proper documentation of the scope or business case of a project is never made. The PM should in the initial face from inputs from relevant stakeholders make a mini business case. That shall contain as minimum: Description of the issue, project goals, list of deliverables, simple cost/budget estimate (often based on experience), time schedule containing important milestone <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref> <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>. This document does not have to be very formal and contain a lot of information. Keep it to one or two pages and primarily describe content in bullets. The business case shall be the foundation of dialog with stakeholders and through repeating mitigation shall the case be more and more precise and solid. Before any more detailed planning and execution can start shall all important stakeholder agree a final business case and the project owner shall approve to it. This document can be the only formal document which shall be shared between all involved stakeholders. Note: If there is time for it and it seems relevant for the project can potential risks also be mentioned in the mini business case.

	~~…the purpose is to fulfill clients need…~~
	~~…align expectations with stakeholders…~~
	~~…develop a business case – many sources for how to put together a solid business case…~~
	~~...put it in writting...~~
	~~...mini business case...~~

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	== Introduction ==		== Introduction ==
	When working in the private industry or public sector, all projects does not come in a classic scale such as building a bridge or developing a space rocket, where it is intuitive given - from all involved stakeholders - that this is a project, and that you therefore can adapt a project management setup to solve the project. In an organization you find different tasks ~~processes~~ on a daily basis. What often happens is that some of these tasks actually are projects. A key challenge for organizations worldwide is to balance daily operation (“business as usual”-tasks) and transforming operation into projects that can develop their business in the right direction <ref name="PRINCE2">AXELOS. (2017). ''Managing Successful Projects with PRINCE2 2017 Edition''. The Stationery Office Ltd. https://www.axelos.com/store/book/managing-successful-projects-with-prince2-2017</ref> (p.9). No matter the size of a project, it is desired to always apply a certain level of project management to control the aspects of the project. Doing this will significantly increase the chances of delivering the wished outcome successfully.		When working in the private industry or public sector, all projects does not come in a classic scale such as building a bridge or developing a space rocket, where it is intuitive given - from all involved stakeholders - that this is a project, and that you therefore can adapt a project management setup to solve the project. In an organization you find many different tasks processed on a daily basis. What often happens is that some of these tasks actually are projects. A key challenge for organizations worldwide is to balance daily operation (“business as usual”-tasks) and transforming operation into projects that can develop their business in the right direction <ref name="PRINCE2">AXELOS. (2017). ''Managing Successful Projects with PRINCE2 2017 Edition''. The Stationery Office Ltd. https://www.axelos.com/store/book/managing-successful-projects-with-prince2-2017</ref> (p.9). No matter the size of a project, it is desired to always apply a certain level of project management to control the aspects of the project. Doing this will significantly increase the chances of delivering the wished outcome successfully.

	Even if the organization succeed in identifying the small project hidden in the day-to-day work, it can be hard for the project manager (PM) to apply the standard tools for ensuring the quality of a project. That is due to the fact that time and resources allocated to run such a project are limited. The PM has to navigate in the project management jungle and chose to focus the available resources on key elements. This article offers some reflections and recommendations of how to handle this situation by 1) developing a set of bulletpoints to evaluate if a given task is actually a small project, 2) offering an overview of the possible challenges connected to a small project and 3) presenting recommendations of how to deal with the small project. All this is intended to help the PM understand the ~~potential~~ situation and provide a guidance of where to get started.		Even if the organization succeed in identifying the small project hidden in the day-to-day work, it can be hard for the project manager (PM) to apply the standard tools for ensuring the quality of a project. That is due to the fact that time and resources allocated to run such a project are limited. The PM has to navigate in the project management jungle and chose to focus the available resources on key elements. This article offers some reflections and recommendations of how to handle this situation by 1) developing a set of bulletpoints to evaluate if a given task is actually a small project, 2) offering an overview of the possible challenges connected to a small project and 3) presenting recommendations of how to deal with the small project. All this is intended to help the PM understand the situation and provide a guidance of where to get started.

	To further clarify when and where the tools in this article can be applied, the focus has been set on the organizational CAPEX projects (Capital Expenditure). What characterize a CAPEX project is that the project owner and most of the stakeholders are internal in the organization. Examples of CAPEX projects could be to ~~upgrade of machinery~~ on a production line, ~~retrofitting~~ a crane on a cargo ship or ~~develop~~ a ~~small internal~~ IT system.		To further clarify when and where the tools in this article can be applied, the focus has been set on the organizational CAPEX projects (Capital Expenditure). What characterize a CAPEX project is that the project owner and most of the stakeholders are internal in the organization. Examples of CAPEX projects could be to in a production company where a machine on a production line needs to be upgraded, in shipping company where a new crane on a cargo ship needs to be replaced or in a accounting firm that need a new IT system.

	The problem with small projects is that they go "under the radar", and not much research have been done on the subject. Therefore, the available sources on the field are mainly based on experiences from people working with small projects. The statements in this article are based on reflections from the authors personal experiences working in the gap between solving business as usual tasks and projects in a technical organization, and further substantiated by different sources also with experience from small projects. The guidance presented is primarily based on the acknowledged standards: PRINCE2 and PMI. The content of these methods has been shaped to better fit the challenges of small projects.		The problem with small projects is that they go "under the radar", and not much research have been done on the subject. Therefore, the available sources on the field are mainly based on experiences from people working with small projects. The statements in this article are based on reflections from the authors personal experiences working in the gap between solving business as usual tasks and projects in a technical organization, and further substantiated by different sources also with experience from small projects. The guidance presented is primarily based on the acknowledged standards: PRINCE2 and PMI. The content of these methods has been shaped to better fit the challenges of small projects.
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	If the conclusion of the evaluation consists of elements from the above criterias, you need to put on your Project Manager hat.		If the conclusion of the evaluation consists of elements from the above criterias, you need to put on your Project Manager hat.

	When a project has been identified as a project – you will need to define if this can be ~~characterize~~ as a small project. The more traditional tools to estimate the size of a project is by looking at estimated cost and time consumption, but that is relatively from branch to branch, and it is therefore difficult to make a set of generalizing rules. Also, risk profile is a crucial factor regarding larger projects, but when dealing with small projects the risks are often very limited <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/managing-leading-small-projects-7245</ref>. ~~To summarize the~~ conceptualization of a small project in this article:		When a project has been identified as a project – you will need to define if this can be characterized as a small project. The more traditional tools to estimate the size of a project is by looking at estimated cost and time consumption, but that is relatively from branch to branch, and it is therefore difficult to make a set of generalizing rules. Also, risk profile is a crucial factor regarding larger projects, but when dealing with small projects the risks are often very limited <ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/managing-leading-small-projects-7245</ref>. The conceptualization of a small project in this article is as following:



	''A small project starts out in the gap between day-to-day tasks and the organizational determined projects. The applied project management practice is determined by the responsible caseworker --> project manager.''		''A small project starts out in the gap between day-to-day tasks and the organizational determined projects. The applied project management practice is determined by the responsible caseworker --> project manager.''

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	A. The fact that many small projects erupt from an urgent need causes a tight time frame, which puts pressure on the PM to conduct a hasty process and further limits time for project management.<ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref>		A. The fact that many small projects erupt from an urgent need causes a tight time frame, which puts pressure on the PM to conduct a hasty process and further limits time for project management.<ref name="Laron"> Laron, Richard: PMI Conference Paper (2004): ''The critical steps to managing small projects''. https://www.pmi.org/learning/library/unique-challenges-managing-small-project-8439</ref>

	B. Because the project is elevated by the project manager and not the organization, it may not be clear who owns the project, or it could cause the owner to not be fully engaged in the project. The owner is the one who should deliver the vital decision-making to develop the project <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>.		B. Because the project is elevated from a task by the project manager and not the organization, it may not be clear who owns the project, or it could cause the owner to not be fully engaged in the project. The owner is the one who should deliver the vital decision-making to develop the project <ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>.

	C. The initial business case or job description is often not completely adequate and the root cause of the problem have not properly been identified.<ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>		C. The initial business case or job description is often not completely adequate and the root cause of the problem have not properly been identified.<ref name="claude"> Dr. Claude Diderich (2012). ''SUCCESSFULLY MANAGING SMALL PROJECTS''. https://www.innovate-d.com/insight-009/</ref>
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	The sum of all these challenges contributes to the risk of not solving a project within the budget and time. Due to the small scale of a single small project the economic loss is limited, but the total of many small projects can generate a significant summarized waste. In some cases, it is not necessarily the waste of funds and time that is the main concern, but the derived effects of e.g. break downs, frustration in the organization, a stressful work environment, etc. Therefore, it is important to bring as much quality as possible into ~~any project~~.		The sum of all these challenges contributes to the risk of not solving a project within the budget and time. Due to the small scale of a single small project the economic loss is limited, but the total of many small projects can generate a significant summarized waste. In some cases, it is not necessarily the waste of funds and time that is the main concern, but the derived effects of e.g. break downs, frustration in the organization, a stressful work environment, etc. Therefore, it is important to bring as much quality as possible into small projects.

	In this case the focus is on CAPEX projects, therefore the main challenges are directed internally in the organization. Beside the challenges listed in this section, it is important to have general knowledge of project management and an awareness of potential hazards.		In this case the focus is on CAPEX projects, therefore the main challenges are directed internally in the organization. Beside the challenges listed in this section, it is important to have general knowledge of project management and an awareness of potential hazards.


	== Recommended Focus and Tools ==		== Recommended Focus and Tools ==
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	=== Project owner and Stakeholder engagement ===		=== Project owner and Stakeholder engagement ===

	* Identify project customers: The customers are the most important stakeholder in a CAPEX project because the scope often is to deliver a specific solution that they will benefit from. The customers are also often the ones who deliver the feedback from which the project scope is defined. To identify the stakeholders is a key element in project management <ref name="PMI">Project Management Institute, Inc. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref> (p.503-505). This is easy to forget working with a small project, because the scope seems so narrow. The PM tends to forget to search further in the organization to spot other potential stakeholders. Also, due to the low visibility in the organization, the project is overlooked by potential stakeholders. An idea would be to interview the main stakeholder in search for other stakeholders so the final solution targets as wide as possible (be careful the projects to lose track).		* Identify project customers: The customers are the most important stakeholder in a CAPEX project because the scope often is to deliver a specific solution that they will benefit from. The customers are also often the ones who deliver the feedback from which the project scope is defined. To identify the stakeholders is a key element in project management <ref name="PMI">Project Management Institute, Inc. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref> (p.503-505). This is easy to forget working with a small project, because the scope seems so narrow. The PM tends to forget to search further in the organization to spot other potential stakeholders. Also, due to the low visibility in the organization, the project is overlooked by potential stakeholders. An idea would be to interview the main stakeholder in search for other stakeholders so the final solution targets as wide as possible (be careful of the projects do not lose track).

	* Project Owner engagement: The project owner is often a busy person handling multiple projects, and the small projects ~~therefore~~ have the least attention. Therefore, the PM should develop a strategy of to how to communicate with the specific project owner to gain the "go-aheads" that are required to solve a project. That strategy should include format and content of documentation so the project owner efficiently can get an understanding of the problem and the possible solutions, and on behalf of that make a decision. Do never present half results or solutions for the project owner. Don’t be searching for what the project owner thinks - only present documentation from which the project owner can make a decision.		* Project Owner engagement: The project owner is often a busy person handling multiple projects, and the small projects have the least attention. Therefore, the PM should develop a strategy of to how to communicate with the specific project owner to gain the "go-aheads" that are required to solve a project. That strategy should include format and content of documentation so the project owner efficiently can get an understanding of the problem and the possible solutions, and on behalf of that make a decision. Do never present half results or solutions for the project owner. Don’t be searching for what the project owner thinks - only present documentation from which the project owner can make a decision.