The structure expresses a specific need and creates a project team inside it, which is entrusted with providing a solution that it itself will provide maintenance. This category of projects is internal to the company. In comparison, a highway construction project is initiated by the government to meet the needs of the population, is implemented by a public works company, and will be managed by a concession company. The population, public organization and concession company are not owned by the government. There is no unity of belonging. This is an infrastructure project, not an internal organization. This concept of uniqueness is not enough to define an organizational project. A second component is needed: process related.
With this definition, the task of digital projects manager is to develop a centralized electronic document management project for a large international company or managing projects in a big corporation is really an organizational project. This casts doubt on all the usual documentary processes of society. IT is no longer just a management tool. Size and international reach are simple characteristics of this project, as well as the relevant field (document management). The concept of a process makes it easy to determine if a project is an organization’s project or not. Just answer the question: what is the process involved in the project? If you can answer by naming one or more clearly defined processes, this is an organizational project.
Organizational projects and IT projects Insufficient work experience in a large company is enough to understand the extreme confusion in the definition of IT projects. IT projects in their general sense are heterogeneous. It seems that the only criterion for qualifying a computer project is the use of a computer tool: a specific application, office tool, or Intranet server! This factual situation has long been encouraged by IT managers who seek recognition and legitimacy. Computer science has long been limited to clean and chilled cellar rooms and has only recently become a strategic business department. Few deals can boast such an evolution in such a short time. Computer technology was then the main difficulty in implementing the project, so the project was called computer science. Today the situation has completely changed.
The main difficulty is no longer technical. Moreover, IT managers are now called DSI (Director of Information Systems), and they increasingly want to position themselves as key companies making strategic decisions, as well as financial directors for marketing or production. This is legal because information becomes as important to the company as its cash. Then the IT departments participate in the vast majority of the company’s projects and are responsible for the implementation of projects of all kinds. But computer scientists, obviously, do not have the skills of the functional professions that they need to manipulate information. An IT project manager cannot do anything without a user project manager (and vice versa). They understood this, and just after reading the computer, click a little to find
articles on the absolute need to engage end-users more in defining and implementing solutions. Sweet music, but brand new! In truth, IT projects are in the minority. A project can be qualified as computer science if it does not change (or almost does not change) existing processes.
In most other cases, computerization involves changes to existing processes, not to mention their creation and formalization. It is then at the service of a change in the profession. Organizational projects are an example. Improving the functioning of an entity almost always leads to the emergence of a new IT tool. These are not so much IT projects as organization projects, one of which is a computer tool. Vocabulary is important! In fact, organizational projects are rarely qualified as such.
The situation is slowly changing. Failures in organizational projects are often caused by the polarization of the tool to the detriment of the profession and its processes. It is difficult to get the organization’s project manager to understand how important his role is and how limited this tool is. Moreover, it still happens to hear answers from computer scientists like: A tool can do it! Or watch on television an advertisement for a very large computer group advertising the implementation of solutions for (almost) miracles.