Project vs. Enhancement vs. Defect Definitions

[Kyong Pak]

Our organization is trying to define the differences between a Project , Enhancement and Defect from a Demand workflow and project execution perspective. Does anyone have definitions they could share so we can guide our users correctly?

[Curt Melancon]

I'd recommend defining these from multiple points and in context of each other. For example, a project is an initiative that has definitive start and stop points, is over X number of hours of effort, involves more than x different departments, and/or changes certain key business processes or systems. Ideally, an index where the demand exceeds a predefined threshold factoring in these multiple points. An enhancement may fit many of the criteria above but to a lesser threshold, and I'd add, that enhancements should not be used to establish or implement a new business process or system, but rather to "enhance" an existing on. Defects are simpler to define. The size, effort, etc don't matter as much. If the system has an unintended and undesirable consequence than it could be defined as a defect. the prioritization of defects are similar to that of risk and problems (in ITIL). The likelihood or frequency with which the defect actually occurs and the impact when it occurs. The impact should also include the effort involved in any workaround or cleanup as a result of occurrence.

Hope these guidelines help!  

[Curt Melancon]

Also keep in mind that you can exit demand and enter Change which would require additional thresholds or differentiators from the other demand exits. 

[Kyong Pak]

Thanks Curt! Yes, very helpful. Best,

[cherylrioux]

Thank you for the explanation.  To expand on the original question.  Where are smaller work efforts, that are not enhancements, typically managed?  Do they stay as demands until completed without creating an artifact (project, change, enhancement, or defect)?  If so, how are tasks assigned to those working on the effort/demand?