This report provides a comprehensive analysis of operations and project management practices, focusing on two manufacturing businesses: Marks & Spencer (M&S) and Portakabin. The report begins with an overview of M&S, differentiating between operations and operational management, and critiquing the execution of operations management principles within the company. It explores the usefulness of operations management for businesses, discusses continuous improvement as a philosophy, and details Lean principles. The report also includes a proposed continuous improvement plan and recommendations for M&S. The second part of the report focuses on Portakabin, examining the project life cycle (PLC) and its effectiveness in project execution, specifically concerning the launch of a new building system. The report analyzes how different theories, concepts, and models can be applied to both large and small-scale projects, offering a comparative perspective on project management strategies. The report concludes with a synthesis of findings and insights into improving business operations and project outcomes.