The History of

Project Management
 History of Project Management

1856 - 1915 1841 - 1925

Frederick Winslow Taylor Henri Fayol
THE PRINCIPLES OF DEVELOPED A GENERAL
SCIENTIFIC THEORY OF BUSINESS ADMINIST’N
MANAGEMENT 1861 - 1919 later referred to as 1950’s
1. Science, Not Henry L. Gantt “FAYOLISM” PERT
Rule of Thumb DESIGNED THE BARCHART Fayol’s 1916 book PROGRAM EVALUATION
2. Harmony, Not VISUAL AID FOR PLANNING “GENERAL AND REVIEW TECHNIQUE
Discord AND CONTROLLING “INDUSTRIAL MNGT” developed by the NAVY SPECIAL
3. Mental Revolution Gantt’s 1919 book PROJECT OFFICE and
4. Cooperation, Not “ORGANIZING FOR WORK” BOOZ, ALLEN and HAMILTON
Individualism: Consulting Firm
5. Development of each and every person to
his or her greatest efficiency and prosperity:
 1950’s 1962 1963
CPM NASA POLARIS
CRITICAL PATH METHOD introduces a PERT type first British project on which
developed by JAMES E. KELLY system that emphasized the need the contractors were required
and MORGAN R. WALKER 1960 cost control and the Work 1963 to use advanced project
of Mauchly Associates, Inc. NASA Breakdown Structure (WBS) USAF management system
experiments with adopted Earned Value and
Matrix Organization Structures Project Life Cycle
 1964 1965
NASA dramatic rise in the number of
adopted Configuration Mngt. projects in the construction industry
as a set of admin procedures that used modern project
to identify and document the 1965 management techniques 1969
functional and physical DoD and NASA PMI
characteristics of a system move from Project Management Institute
Cost-Plus contracts towards first formal institute for
incentive type contracts such project managers
as firm fixed price or cost plus
incentive fee
Approaches to Project Management

1. Traditional Approach
The Traditional
Approach identifies  Initiation
a series of phases  Planning
that drive the  Execution
project.  Monitoring and
Controlling
In the Traditional
 Completion
Approach there are
five distinct steps:
2. Critical Chain Project Management (CCPM)
do what is required
to ensure the
Puts more emphasis on constraint works at

the resources needed to optimum capacity

do the project tasks.

It is an application of the
Theory of Constraints
(TOC) where the goal is to
increase the completion
rates of projects within an
organization.
obtain more of the constraint is
the constraint given priority
 3. Extreme Project Management (EPM)
reserved for very complex and uncertain
projects often associated with software
development.
It focuses on the management of human
resources versus formal scheduling
techniques.

Scope Plan Launch Monitor Close Next Close

Phase Phase Phase & Control Phase Phase Project
N

Y
4. Agile Project Management (APM)

APM employs a nontraditional

methodology similar to XPM.
It requires a complete rethinking
of the traditional processes.

APM has its greatest applicability

in the software development
business.
5. Event Chain Methodology

This is an uncertainty modeling and schedule

analysis technique that focuses on the
management of events and event chains that
affect the project schedule.

It is often a compliment to the CPM schedule

technique.
Event chain methodology is used to perform
more accurate quantitative analysis while taking
into account such factors as relationships
between different events and actual timing of
the events.
END OF PPT 2
 The Traditional Approach

Methodology for the social enterprise, social

developments/interventions, or average
construction project,
the Traditional Approach has the greatest
applicability.
1. The Initiating Process
The Initiating Process should address the ff.:
 Define the current business model.
 Review current practices or operations.
 Define expectations for growth.
 Analyze the business needs in measurable
terms.
 Obtain consensus on needs from stakeholders
or end users
 Analyze financial cost and benefits.
 Decide to go forward with the project.