Project Teams vs. Operational Teams: A Case Study from the IT World

In the business and manufacturing sectors, teams vary widely in their goals, scope, and longevity. While some teams perform operational tasks day in and day out, others come together to execute project-oriented goals. Understanding the differences between these two types of teams and the management strategies required for each can significantly impact the success of an organization.

Operational Teams vs. Project Teams

Operational teams are responsible for the day-to-day processes that keep a company running. These teams are typically permanent and handle ongoing tasks related to the business's core functions. In contrast, project teams are brought together to achieve a specific goal within a defined timeframe. Once the project is completed, the team may disband, with members being reassigned or let go. This distinction impacts the management and strategies required for each type of team.

Project Team Management in IT

In the IT world, there are two main categories of work: routine or maintenance and non-routine projects. Routine work involves changes that the existing staff can manage without significant disruptions. Non-routine projects require a more concerted effort, often necessitating the reallocation of resources from routine tasks.

A project can involve just one person or a significant portion of a team. If the project is large enough, it may temporarily halt regular operations. Effective project management in IT involves creating a design plan, securing approval, and ensuring that the team has the resources and support they need to succeed.

A Real-Life Example: Mailing a Report via Email

Let's explore a real-life example that illustrates the process of project management in IT. In the year 2000, a request was made to change the method of sending a report to a critical customer, shifting from a mailed report to an emailed one. This request was significant and came at a time when the company was grappling with the Y2K issue.

The team responsible for the report initially stated they did not know how to implement this change or even if it was technically feasible. The VP of the organization then invited proposals for how this could be accomplished. One proposed solution involved 9 months and $300,000. However, my manager suggested that her team could investigate the issue.

After a brief discussion, the VP authorized my manager to investigate and present the findings at the subsequent monthly meeting. My manager, noticing that I had experience with the report, asked me to assess the request and provide a timeline. I proposed a three-week project, with about half the time dedicated to change control.

The project consisted of developing the solution in two separate environments - a mainframe and Unix systems - and coordinating the necessary data transfers. The team worked diligently, with me developing the mainframe solution, and the Unix team developing the email integration. The Unix team received a sample report file, which we then used to identify the email recipients and control information.

After two weeks of development, the system was ready for testing, and we successfully put it into production for a week. My manager then handled the change controls, securing the necessary approvals for the data transfers.

At the next meeting, the VP inquired about the progress, and my manager reported that we were in production and the customer was satisfied. The VP then chose to approve our solution over the nine-month alternative, highlighting the efficiency and success of our approach.

This project’s outcome was particularly noteworthy for me, an introverted individual, as I received an award and a bonus for my work. This experience underscores the importance of leveraging existing knowledge and technical expertise to find efficient, cost-effective solutions.

Key Points and Conclusion

The case study illustrates the competitive nature of project proposals within an organization, where managers often vie for the opportunity to deliver successful projects. Effective project management involves clear communication, leveraging team expertise, and the ability to develop practical, efficient solutions. Understanding the nuances between project and operational teams can lead to more strategic and successful outcomes in the IT world.

By recognizing the differences in scope, duration, and management strategies, IT professionals can better navigate the complexities of project-driven work, leading to productivity, efficiency, and satisfactory customer outcomes.