Every useful set of project management practices
must account for variations in project size. In
project terms, “size” is an all encompassing designation, used to
quantify the overall “extent” of the project effort, usually
accounting for duration, cost, complexity, staffing requirements and
related parameters.  This allows projects to be characterized
in comparative terms (small, medium or large).  Read on to
learn more.

Size designations put projects in perspective – used to determine
the extent and degree to which structured management methodologies
must be applied for any given project.  Project management practices
are meant to ensure that projects can be completed in a structured fashion
– on time, on budget and producing expected results.

But the process
should never be allowed to overtake the project.

As such, project size
variations must be considered as management practices are developed
and applied. (Also Read:
Preparing Project Governance Plans).  Project size is a key
management variable addressed as part of “project definition”.

Project “Size” Defines Process “Scope”

When it comes to projects and practices, one size may not fit all.  Project size is a determining factor of “process scope”, most simply
defined as the degree and extent to which project management practices
are formally applied.

Project sizing is a “must consider factor” for project planning,
ensuring that plans and activities are relevant, and that resources
are properly used and allocated. This is particularly important in the
multi-project environment, where simultaneous projects must compete
for funds and human resources.

t is unwise and impractical to take
a “one size fits all” approach to managing projects. Small project methodologies
would never fit a large scale project, and any small project would easily
be overtaken by the weight of overly detailed procedures and practices.

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How “Big” is That Project?

In practical application, project “size” is determined by multiple factors, but at the highest level,
projects are typically viewed in standard sizing terms – large, medium and small. That said, as always,
the devil is in the details, and what constitutes a “large, medium or small” project will vary. Many factors
go into project sizing, including estimated duration, resource requirements, budget, complexity, risk, visibility
and related matters. Sizing frameworks should be established to define each “sizing factor” according to each project size.

For example, for a project to be considered “small”, it must last no more than (3) months, cost no more than
$50,000, require no more than (5) dedicated resources and have low visibility and risk.

While size definitions may not be the same for every organization, it is important to establish sizing guidelines
for use as actionable benchmarks for planning and analysis. 
(Also Read:  Defining
Project Scope)

Making the Process Fit the Project

Size definitions are an important start, but are only “a start”. Any useful set of project management practices must account for variations
in methodology according to “project size”. Size appropriate methodologies
can be defined according to the following variables:

• Applicability: Is the process appropriate to
  the project?
• Formality: If the process is appropriate, what
  is the required level of “formality”?
• Flexibility: How much flexibility will be allowed?
• Documentation: What types of documents will
  be required?
• Detail: What level of detail will be required
  in any documents?

To develop effective sizing guidelines, you must be prepared to identify
specific measurement variables of project size, as well as the specific
criteria to be applied within each variable category. These “criteria”
will create the thresholds upon which size is determined and applied. 
The “sizing” process is part science and art. Every project has a mind
of its own, and may not always fit neatly into specific size categories.
As such, it is best to apply sizing guidelines at multiple levels, ensuring
that all variations and nuances are considered.

As a practice, “project sizing�? begins in the “selection�? stage,
when projects are first proposed and selected according to
established viability criteria. When it comes to project fast
tracking, sizing is essential to adapt appropriate management
practices (and achieve optimizing benefits). Sizing is also critical
to determine and negotiate realistic project priorities. And, of
course, sizing continues throughout the project lifecycle as changes
occur.

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