This article provides an alternative conceptualization of a project as a series of becoming processes of imperfections. Through a longitudinal ethnography of a Research and Innovation Project, our study uncovers that imperfections emerged as uncertainty, ambiguity, unknown, and emergence over time. These emerging imperfections enacted project managers to focus on retaining, reframing, exploring, and embracing the project in time. Our findings advocate an imperfections-as-practice approach, which extends the projects-as-practice perspective by focusing on emerging imperfections. Following this, we suggest imperfect project management thinking, which allows project actors to embrace imperfections and make a project become successful.