When you ask many companies about their activities, most answer that they ultimately have very few projects in the strict sense of the term. A project is often perceived as something formal — with a beginning, an end, a specific objective and a defined action plan. Yet a closer look reveals these companies juggle many varied activities, recurring or not, that still require some organisation. So how do you know if you're concerned by the project approach, even if you don't have a “project” in the classic sense?
What is a project in the strict sense?
Traditionally, a project is defined as a temporary undertaking with a beginning and an end, aimed at producing a unique result. It includes clear stages, a dedicated team, an action plan, and often a measurable objective. Yet in companies' daily reality, activities aren't limited to formal projects. They also include recurring tasks, repeating actions, or regular operational processes. Although these aren't projects in the strict sense, they can still benefit from a similar approach.
Why adopt a project approach even without a formal project?
The project approach, although often associated with complex projects, can bring concrete benefits to any activity — even the most routine. One key advantage is anticipating the resource workload plan. In other words, it helps forecast who does what and when, ensuring everyone has the time and means to complete their tasks.
Even for activities that aren't projects per se, using a project approach makes execution more reliable. You can communicate better between team members, manage available resources and, above all, ensure everything is well coordinated to avoid bottlenecks or unexpected delays.
When does planning become essential?
Planning becomes critical when there's a complex sequence of activities to manage in a defined time frame. That's typically the case in projects where several interdependent tasks must be carried out in a precise order. However, even for less complex activities, the project approach is still useful to structure actions, clarify priorities and limit surprises.
Make the workload plan reliable across all activities
An often-underestimated angle is the value of using a project approach even for recurring activities. When a company juggles formal projects and recurring tasks, having a reliable overall view of the workload plan becomes essential. By taking a project approach across all activities, you can ensure resources are allocated correctly. This not only manages recurring tasks better but also makes project delivery more reliable — those projects often carry higher stakes.
In reality, good visibility on recurring activities helps avoid overloading teams. It ensures that the resources needed for strategic projects aren't absorbed by poorly anticipated daily tasks.
Adapt the project approach to non-complex activities
It's also essential to remember that, when applying a project approach to activities that aren't formally projects, you must adapt the toolkit. No need to add layers of complexity where they aren't needed. A complete project approach with all its formal stages may be justified for complex projects, but it's far too heavy and superfluous for simple recurring tasks. The idea is to keep a light methodological frame that still makes actions reliable and resources well-managed without the constraints of classic project management.
Conclusion: make action reliable with the project approach
In short, the project approach isn't only useful for complex, formal projects. Extending it to recurring and simpler activities helps you manage resources better, improve team communication, and ensure that actions — repetitive or strategic — are carried out reliably and effectively. Whether you apply it to your formal projects or to your daily tasks, it can give you better visibility and help you reach your goals more serenely.