Project as an Integrated Process: What Process Thinking Brings to Project Management at SILA Union

Projects are becoming more complex, and the requirements for their implementation are becoming more stringent. The key question today is not *how to complete a project*, but how to make its execution predictable, controllable, and scalable. Therefore, organizations strive to structure goal achievement so that project work is based on sustainable, proven approaches. Process thinking comes to the rescue, allowing even unique initiatives to be structured as a sequence of logically connected steps. This is where digital platforms like SILA Union come to the fore, providing a methodological foundation for project work.

Traditionally, projects and processes are contrasted. A project is a temporary, unique activity with clear deadlines. A process is regular, repeatable work. However, in practice, most projects involve typical stages, roles, and standard procedures. This allows projects to be viewed not only as a temporary activity but also as a manageable sequence of actions with a predictable outcome.

The implementation of SILA Union fosters a systematic approach to project work. The system offers process modeling for describing typical procedures, stages, and roles, which helps:

• Structure project execution, reducing time spent on approvals and routine tasks.

• Agree on a common language for all project participants—from analysts to implementers.

• Increase transparency: every step becomes clear, and the outcome predictable.

Therefore, the use of process thinking at SILA Union does not replace classic project approaches, but rather complements them. It helps establish order, set boundaries, and enhance manageability, even in unique activities.

In this article, we'll examine how process thinking contributes to increased transparency, manageability, and reproducibility of project activities, and demonstrate how SILA Union transforms this concept into a working tool. The primary focus is on the platform's functionality, which allows for the description and structure of project processes, the consolidation of standard procedures, and the provision of a unified methodological framework within the project environment.

Project and process: differences and points of intersection

In management practice, projects and processes are often perceived as two opposing ways of organizing work. Each has its own goals, approaches, and tools. However, a closer look reveals that they have much more in common than might initially appear. This opens the possibility of using process thinking where previously only project-based methods were used.

According to the definition in the PMBOK® Guide (7th Edition), a project is a temporary undertaking designed to create a unique product, service, or result. Its key characteristics are time constraints, unique objectives, and a focus on achieving a specific outcome.

A process, in turn, according to the international standard ISO 9000:2015 and the BPM CBOK (Business Process Management Common Body of Knowledge) recommendations, is a set of interrelated or interacting activities that transform inputs into outputs and are performed regularly or cyclically. Key characteristics of a process include repeatability, standardization, focus on consistent results, and connection to a permanent structure.

The difference between a project and a process often comes down to a few key characteristics – let's look at them in table form:

Table 1. Comparative characteristics of a project and a process

At the same time, projects and processes have many similarities, especially from a management perspective. Both require:

• Resources – people, time, money;

• Clear inputs and outputs – what we get at the start and where we should end up;

• Performers with defined roles and responsibilities;

• Control – for quality, deadlines, and results.

All this allows us to view a project as a special type of process – with a limited deadline, but with clear logic, structure, and manageability. This approach is especially useful in environments where it is necessary to formalize recurring elements of project work: approvals, launching standard tasks, monitoring stages, and interactions between participants.

Using a process approach helps transform projects from one-off efforts into consistent, logically organized actions.

The Benefits of Process Thinking in Project Management at SILA Union

SILA Union is a platform that transforms the process approach into a practical tool for project teams: actions become clear, roles are defined, and stages are predictable. Instead of ad hoc management, a logical, repeatable structure emerges, where each participant understands what, when, and how to do things.

This approach is especially useful for recurring procedures, such as approvals, documentation preparation, or acceptance of results. They can be described once and then used as a ready-made template, reducing the likelihood of errors and speeding up implementation.

To support this logic, SILA Union uses specific tools that help formalize and support project processes. The main ones include:

• Process models (based on BPMN) – allow you to reflect project stages, roles, and relationships between tasks;

• Standard project procedure templates – used to standardize recurring fragments (e.g., approvals or task launches);

• Regulations – define areas of responsibility and rules of interaction between participants;

• Methodological framework – integrates approaches to modeling, formalizing, and supporting project activities;

• Scripts and automated scenarios – provide technical support: rights control, report generation, and other support activities.

Thus, SILA Union enables project activities to be structured on a process basis, maintaining a uniform execution standard, and ensuring consistency across all levels. The process approach is no longer just a method; it becomes a fully-fledged working environment for project teams.

Project block tools in the SILA Union system

Process-based thinking in project work requires not only a methodology but also tool support. The SILA Union system implements a specialized project module focused on supporting all key aspects of project work. A key feature is the use of a Kanban board—a visual task management tool that allows you to track progress, reallocate resources, and manage team workload in real time. This tool is especially useful for operational project management and verifying current statuses.

Furthermore, with the implementation of a Gantt chart, visual planning of deadlines, dependencies, and monitoring of the project's critical path are realized. Another important component—functionality for managing requirements and change requests—allows you to centrally capture customer needs, track decisions, and synchronize them with the current project status. These functions will create a solid foundation for building end-to-end project management—from concept to delivery.

The combined use of these tools creates a unified environment for comprehensive support of the project cycle—from planning and control to change management and progress visualization. SILA Union not only supports process-based thinking but also provides ready-made solutions for improving the effectiveness of teamwork.

Implementing a process-based approach in project practice with SILA Union

Implementing a process-based approach in projects begins with a shift from thinking in terms of tasks to understanding the logic of actions. The team begins to perceive the project not as a set of individual steps, but as a coherent, consistent system. To make this possible, SILA Union offers both a methodology and practices that help define the project structure in advance and make it clear to all participants.

How does it work?

1. Process modeling. SILA Union allows you to create project diagrams that outline the main project stages, roles, control points, and interaction routes. These models are more than just documents – they become the foundation for all subsequent initiatives.

2. Ready-made templates. Based on the models, templates are created that can be used in new initiatives without having to describe everything from scratch.

3. Regulations. The system defines rules: who is responsible for what, the order in which actions are performed, and how to move from one stage to the next. This eliminates misunderstandings and conflicts between teams.

In SILA Union, models, templates, and regulations become working tools. Schemes are easily adapted to specific tasks, templates are launched with a single action, and regulations are seamlessly integrated into the workflow. Routine actions can be automated using scripts, and the project begins to operate according to a clear, stable logic.

This makes project work manageable both at the planning level and at the level of daily actions. This is especially important when multiple teams are involved and need to synchronize their efforts in the same direction.

Limitations and risks of using the process approach

A process approach does help bring order to project work, but it's not always appropriate and doesn't automatically solve all problems. In some situations, it can even complicate work if used without considering the context.

One common problem is encountering unconventional conditions when a project deviates from familiar scenarios. If goals change along the way and the task structure isn't yet fully understood, a pre-defined model becomes more of a constraint than a support. A second challenge is over-formalization. Overly detailed procedures, where every step requires confirmation, slow down the process and reduce the team's initiative. The project will proceed "by the book," but not necessarily toward the desired result, especially if the situation requires flexibility.

There's another important point: a process approach only works when the environment is prepared. If the team doesn't understand the purpose of the structure, or the methodology exists only formally, the models will remain "on paper" and won't translate into real-world practice. Without support and engagement from participants, process logic simply won't take hold.

Therefore, it's worth applying a process-based approach consciously—where there's repetition, clear roles, and a need for stability. In more dynamic and fluid projects, it's important to avoid rigid formal frameworks and seek a balance between structure and common sense.

Process thinking gives project management what's often missing in dynamic work: structure, clear rules, and the ability to follow a proven path. It helps teams agree on a logic of action, reduce chaos, and improve manageability without having to reinvent everything each time.

At SILA Union, a project can be viewed not only as a one-off initiative, but also as a process with its own stages, roles, and control points. This approach is especially useful where there are repeatable elements, typical scenarios, and a high need for alignment between participants. Here, the process approach relies on both models and templates and real-world tools, making it a natural part of the work environment.

At SILA Union, processes can be described, customized, reused, and developed alongside the project culture. It's important to remember: any structure should be results-driven. The process approach is effective when it strengthens the team and helps achieve goals, meaning it should be applied flexibly and with an understanding of the real-world challenges.

Thus, SILA Union demonstrates that process thinking is successfully applied to project work, significantly improving its quality, sustainability, and manageability. By implementing the process approach through practical tools, the platform transforms theory into a working standard that truly works.

Article author: Alexey Seleznev, Business Analyst at SILA Union.