This article offers a theoretical framework or model for understanding how work within projects is articulated. A distinction is drawn between articulation of work and a more inclusive organizational process, termed the “articulation process.” The theoretical model includes several related concepts that pertain to numerous interlocking and sequential elements of the total work. These include work processes, types of work, and interactional processes. The model avoids assuming a tightly integrated organization of work; rather, it represents an extension of the negotiated order approach to organizations. A discussion of variations in projects revolves around two important dimensions of projects. The article closes with a discussion of extreme disruptions in project work flow, as well as some general considerations about the importance of focusing on articulation in organizations.