Subproject

Subproject
See also
Holding Risk response Education and training Diversification strategy Importance of strategic management Internal transfers Investment memorandum Opportunity analysis Tax environment

A subproject, also known as a sub-task or sub-project, is a smaller project that is part of a larger project. It is a way to break down a large project into smaller, more manageable parts.

Each subproject has its own objectives, deliverables, and timelines, and is usually led by a subproject manager. The subproject manager is responsible for ensuring that the subproject is completed on time, within budget, and meets the desired quality standards.

Subprojects are often used in situations where a large project has many complex components or where the project is too large to be managed by a single project manager. By breaking the project down into smaller parts, it allows for better management, coordination and control of the project.

The subprojects are connected and aligned to the overall project objectives and goals. The progress of each subproject is tracked and reported to the main project manager, who is responsible for ensuring that all subprojects are on track and that the overall project is progressing as planned.

In summary, subproject is a smaller project that is part of a larger project and it is useful to break down a large project into smaller and manageable parts, allowing for better management, coordination and control of the project.

The project can be divided into subprojects, which include some elements of project (phase of installation, testing, etc.). Subproject is generally associated with a particular complex task or activity, although it is possible that it will relate to some tangible result (product).

Subproject can be dedicated to a different department of the organization, but also to a completely different organization. In such situation, the risk of the project increase, because we do not have the full supervision of the subcontractor (time, quality), as well as the risk that our trade secrets will be taken over by the competition.

See also:

• Types of projects

References

• Cash, C. H., & Fox II, R. (1992). Elements of successful project management. Journal of Systems Management, 43(9), 10.
• Cooke‐Davies, T. J., Crawford, L. H., & Lechler, T. G. (2009). Project management systems: Moving project management from an operational to a strategic discipline. Project Management Journal, 40(1), 110-123.
• Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
• PMI (2001). Project Management Body of Knowledge (PMBOK® GUIDE). In Project Management Institute.