Tools and techniques of project management
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The primary challenge of project management is to achieve all of the project goals within the given constraints.[5] This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget.[6] The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The object of project management is to produce a complete project which complies with the client's objectives. In many cases the object of project management is also to shape or reform the client's brief in order to feasibly be able to address the client's objectives. Once the client's objectives are clearly established they should impact on all decisions made by other people involved in the project - project managers, designers, contractors, sub-contractors, etc. If the project management objectives are ill-defined or too tightly prescribed it will have a detrimental effect on decision making.
History Edit
Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example, Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834) and Isambard Kingdom Brunel (1806–1859).[7] In the 1950s organizations started to systematically apply project-management tools and techniques to complex engineering projects.[8]
Henry Gantt (1861–1919), the father of planning and control techniques
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.[9] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,[10] who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki[11]); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.[12] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.
The 1950s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[13] In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "critical path method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. The "program evaluation and review technique" (PERT), was developed by the U.S. Navy Special Projects Office in conjunction with the Lockheed Corporation and Booz Allen Hamilton as part of the Polaris missile submarine program.[14]
History Edit
Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example, Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834) and Isambard Kingdom Brunel (1806–1859).[7] In the 1950s organizations started to systematically apply project-management tools and techniques to complex engineering projects.[8]
Henry Gantt (1861–1919), the father of planning and control techniques
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.[9] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,[10] who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki[11]); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.[12] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.
The 1950s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[13] In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "critical path method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. The "program evaluation and review technique" (PERT), was developed by the U.S. Navy Special Projects Office in conjunction with the Lockheed Corporation and Booz Allen Hamilton as part of the Polaris missile submarine program.[14]
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