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History of Project Management©Sheila Belayutham
LEARNING OUTCOME
At the end of this lesson, students will be able to: Recognize the history and current development in
project management. Discuss the overview on project management. Identify the characteristics of a project. Understand project management benefits and trade
offs.
©Sheila Belayutham
THE HISTORY
The concept of project management has been around since the beginning of history. For ex: The Roman structures or even the Egyptian pyramids.
These were massive projects where funding, materials and labor had to be managed and coordinated within a time frame to complete a project.
With the start of the industrial revolution the needs of business and industry became more complicated and often grew in scale. The need to manage a budget, supplies and labor often across the country or even worse, another continent, was really the ultimate test of management skills.
©Sheila Belayutham
THE HISTORY©Sheila Belayutham
In the United States, the forefather of project management is Henry Gantt.
He invented charts and diagrams to document and measure the processes involved in Navy ship building during WWI.
This enabled him to see the big picture and analyze all the functions involved in ship building. The Gantt chart became an important tool for project management and has been used for the last 100 years.
THE HISTORY©Sheila Belayutham
The 1950s marked the beginning of the modern project management era. Russia’s lead in missile technology became an important issue when
members of the U.S. military questioned the so called “missile gap”. The safety of the nation was at stake and the military needed to put their own missile program in place immediately.
A project management program called PERT (Program Evaluation and Review Technique) devised by Willard Fazar was put into place to manage the program. PERT charts followed a critical path methodology allowing managers control over huge and complex projects that involved complicated tasks and logistics. Today, PERT is still the standard for all U.S. Navy Projects.
During the 1960s science principles were being applied to business methodology. The most important theory that a business or company could be compared to the human body. A business has skeletal, muscular, circulatory and nervous systems in place just like a human. In the human body when those systems integrated and worked together successfully they produced life or in the case of business, carried out a project.
THE HISTORY©Sheila Belayutham
In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry.
The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry.
In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide), containing the standards and guidelines of practice that are widely used throughout the profession.
THE HISTORY©Sheila Belayutham
PROJECT MANAGEMENT NOWADAYS
Globalization has helped elevate the importance of project management worldwide since many companies are expanding or setting up new businesses in other countries.
The need for new and more sophisticated tools to accomplish complicated project management functions has evolved through the design and manufacture of web based project management software.
©Sheila Belayutham
Overview of Project Management
Projects have been managed for as long as there has been projects
“Project Management” term only 35 years old Its influence has been very small Its potential influence in the future is huge
depending upon using a broad definition of a project.
©Sheila Belayutham
Overview of Project Management
One definition of a project A series of activities undertaken by a group of people which
is intended to achieve a result. Therefore all construction activities are projects, so
are research activities, product developments, one –off engineering activities (traditional PM sectors)
Also included are military activities, all goverment initiatives, all business initiatives, all legal cases, all big social events and all premeditated crimes
Includes all deliberate creation of “things” and all deliberate changes to “things” undertaken by groups of people
©Sheila Belayutham
Overview of Project Management
Rate of increase in the number of projects has increased due to rapid scientific, technical & political development in the last 200 years
PM as a science have only been developed over the last 40 years
In PM traditional sectors, only about one third uses PM
Its use in other sectors is tiny but growing fast
©Sheila Belayutham
Overview of Project Management
Changes in PM: becoming more concerned with the soft
techniques & less with the hard techniques From predictable model of PM to the
unpredictable (predictable – project according to plan if plan is good enough, project clients will not change their minds, impose design freezes; clients obj. org & people will not change). A rejection of the stable model
Development continues: Programme mgmt, mgmt by projects, change mgmt, risk mgmt
Interest in managing interfaces: from adversaries to allies
©Sheila Belayutham
Overview of Project Management
Future of PM Is it a FAD?Most mgmt ideas never last more than 10 years PM will survive mainly due to 2 reasons
It is essentially simple – one week project manager, only 2/3 aspects of PM is more important than the total of everything else
IT is capable of extremely wide application (esp when PM is managing how to get from State A to State B, cheaply & effectively, it is the mgmt of change;others are mgmt of no change, mgmt of the status quo)
©Sheila Belayutham
INTRODUCTION TO PROJECT MANAGEMENT
©Sheila Belayutham
Project Management: Official Definition
Project Management is the skills, tools and management processes required to undertake a project successfully. It incorporates: A set of skills. A suite of tools. A series of processes.
©Sheila Belayutham
Project management components©Sheila Belayutham
Project Management: Unofficial Definition
Project management is about organization
Project management is about changing people’s behavior
Project management is about decision making
Project management is about creating an environment conducive
togetting critical projects done!
©Sheila Belayutham
Laws of Project Management
When things appear to be going better, you have overlooked something.
No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find.
A carelessly planned project will take three times longer to complete than expected
A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly
manifests their lack of progress.
©Sheila Belayutham
A project is a set of people and other resources temporarily assembled to reach a specified objective, normally with a fixed budget and with a fixed time period. Projects are generally associated with products or procedures that are being done for the first time or with known procedures that are being altered.
Graham (1995)
What is a project?©Sheila Belayutham
What is a project?
A Project is a temporary endeavor undertaken to create a unique product or service.TemporaryUnique
©Sheila Belayutham
Project
Endeavors of any size may be a projectLarge and small projects demand different
handlingTemporaryDistinguishes projects from operations
UniqueNot the same old thing
©Sheila Belayutham
Examples of Projects
Planning a wedding
Designing and implementing a computer system
Hosting a holiday party
Designing and producing a brochure
Executing an environmental clean-up of a contaminated site
Holding a high school reunion
Performing a series of surgeries on an accident victim
©Sheila Belayutham
What is not a project?
Emergency response to operations problems Callouts Repairs and troubleshooting
Routine operations support Maintenance of equipment Minor modifications and tuning of equipment
©Sheila Belayutham
Characteristics of a Project
# a project is a unique undertaking: each one will differ from every other in some respect.(hence an atmosphere of risk and uncertatinty)
# projects have specific objectives (or goals) to achieve
# Projects require resources
# projects have budgets
# projects have schedules
# projects require the effort of people
# measures of quality will apply
# projects require temporary organization
# projects are not permanent in nature
©Sheila Belayutham
Project Definition
A project is an organized work towards a pre-defined goal or objective that requires resources and effort, a unique (and therefore risky) venture having a budget and schedule, requires a temporary organization and is not permanent in nature.
Zulkiflee Yusof (2002)
©Sheila Belayutham
Objectives of Project Management
1. To ensure that the project is correctlydesigned to meet its objectives
2. To ensure that the project is completed onschedule, within resources and budget
3. To provide a mechanism for monitoring theproject
©Sheila Belayutham
To ensure that the project is correctly designed to meet its objectives
• ensure that the project objectives and outcomesare fully agreed by all involved
• ensure that the objectives are achievable
• ensure that the objectives satisfy customer needs
©Sheila Belayutham
To ensure that the project is completed on schedule, within resources and budget
• ensures that the resources and budget are agreed and are consistent with the needs of the project
• ensures that the life of the project is clearly defined
©Sheila Belayutham
To provide a mechanism for monitoring the project
• ensures project does not depart from agreed path
• provides mechanism for examining projectprogress (quarterly progress reports, agreed regularcommunication….+ ?????)
• provides mechanism for correcting or stoppingfailing projects (project restructuring)
©Sheila Belayutham
Why Project Management?
Today’s complex environments require ongoing implementations
Project management is a method and mindset…a disciplined approach to managing chaos
Project management provides a framework for working amidst persistent change
©Sheila Belayutham
Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
Project Management Trade-Offs
Scope
Quality
Cost
Time
©Sheila Belayutham
Project Management Trade Offs
The time constraint refers to the amount of time available to complete a project.
The cost constraint refers to the budgeted amount available for the project.
The scope constraint refers to what must be done to produce the project's end result.
These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.
©Sheila Belayutham
LIFECYCLE OF A TROUBLED PROJECT©Sheila Belayutham
APPROPRIATE PROJECT LIFECYCLE©Sheila Belayutham
In Project, What do you actually Manage?
©Sheila Belayutham
In Project, What do you actually Manage?
Managing Projects is a matter of keeping:
SCOPE, SCHEDULE & RESOURCES in balance.
1. SCOPE Is the range of tasks required to accomplish project goals.
2. A SCHEDULE indicates the time & schedule, as well as the total project duration.
3. RESOURCES are the people, & equipments that perform or facilitate project tasks.
©Sheila Belayutham
PROBLEMS OF PROJECT
THE MAJOR PROBLEMS ENCOUNTERED IN MANAGING PROJECT:
1. INADEQUATE RESOURCES
2. UNREALISTIC DEADLINE
3. UNCLEAR GOALS OR DIRECTION
4. TEAM MEMBERS UNCOMMITTED
5. INSUFFICIENT PLANNING
6. COMMUNICATION BREAKDOWN
©Sheila Belayutham
HOW IS PROJECT SUCCESS DEFINED?
1. On Time
2. Within Budget
3. Quality Conformance
©Sheila Belayutham
Project Management Activities
Analysis and design of objectives and events Planning the work according to the objectives Assessing and controlling risk (or Risk Management) Estimating resources Allocation of resources Organizing the work Acquiring human and material resources Assigning tasks Directing activities Controlling project execution Tracking and reporting progress (Management information system) Analyzing the results based on the facts achieved Defining the products of the project Forecasting future trends in the project Quality Management Issues management Issue solving Defect prevention Identifying, managing & controlling changes Project closure (and project debrief) Communicating to stakeholders Increasing / decreasing a company's workers
©Sheila Belayutham
Benefits of Project Management
Satisfied customers Additional business Expansion of career opportunities Satisfaction of being on a winning team Improved knowledge and skills
When projects are successful, everybody WINS
©Sheila Belayutham
