A project is temporary: it has a start, a clear finish line, a unique result, and a budget — a homecoming float built for one game day, a one-day campus festival, a client portal that launches and is done. Operations are the opposite: ongoing routines that never truly end — vacuuming your room every Saturday, running a dining hall, answering support tickets. The same distinction holds at every level, from a high school club to a company. Every project is also governed by the triple constraint — time, cost, and scope, three ropes that always tug on each other. Push on one and the other two move: want the float to breathe fire (more scope)? You need more money or more time. Lose your headliner budget (more cost)? You cut food trucks (less scope) or ask for more funds. Leadership wants AI chat added two weeks before launch (more scope)? You push the release date or add contractors — you cannot hold all three still at once.