Compare the operating models
In this fictional example, Cable sales need pick/ship. A software rollout needs workshops, configuration and customer acceptance. Hardware with installation needs both shipment and site work. Calling every task an order status hides the implementation effort.
| Business requirement | Order fulfilment | Delivery project |
|---|---|---|
| Cable sale | Lines, source and shipment | Project may add needless administration |
| Software rollout | Commercial scope/order remains | Milestones, tasks and deliverables |
| Hardware+installation | Goods shipment | Linked site installation work |
Work through the chosen model
Keep the accepted commercial scope on the sale/order. Link a project when work has its own sequence, people and deliverable evidence. Shipment completion does not complete installation or acceptance. Likewise, a project task does not invent a physical stock receipt.
- Identify goods and work in scope
- Create shipment and/or delivery plan
- Record each promised outcome
Projects expose continuing work but add planning administration. Use them for actual delivery structure, not to give every sale a more elaborate label.
Cable order creates fulfilment only; rollout creates a linked delivery project; hardware installation creates one shipment plus a linked installation project. A delivered box leaves installation pending until actual completion.
When the other model fits
A service is one simple appointment with no separate deliverables. Always create a project?
Show the worked answer
No. The appointment/service work record may be enough.