Back to the Future Apr 25, 2009
Project management has existed informally for thousands of years. Without it, humans could not have built the Pyramid at Giza or the Great Wall of China.
But it was with the rapid, large-scale expansion of the industrial revolution that it became so critical to manage budgets, supplies and labour. This new world required large quantities of raw materials, resources, labour, equipment and organisation. In response it would have to systemise transport, storage, manufacturing, assembly and distribution.
Its swelling workforce needed housing, health, welfare and education, which led to new, centralised institutions. This coincided with a more disciplined approach to business and management based on scientific research and principles. From this mileu, the formal discipline of project management developed across the construction, engineering and defense industries.
The technological and economic progress of the early 20th century influenced two leading project management academics: Henry Gantt, who developed the Gantt chart, and Henry Fayol, whose creation of the six management functions formed the basis of project management knowledge.
However, it was in the 1950s that the era of modern project management dawned. The US Navy developed PERT (Programme Evaluation and Review Technique) to manage contracts for the Polaris Missile project: its response to the Sputnik crisis. Due to a high degree of uncertainty, completion times were based on 'optimistic', 'pessimistic' and 'most likely', and assessed as to the probable completion date. This event-oriented technique simplified the planning and scheduling of large, complex projects. Around this time, the Critical Path Method was developed by the DuPont and Remington Rand corporations to manage plant maintenance, and was embraced by private enterprise.
Whatever the discipline or methodology, projects in the 21st century almost always consist of five stages: initiation, planning, execution, controlling and closing. Flexible project management relies on assessing the individual project - with the aim to complete quality projects within constraints of scope, time and budget. This is still the most basic challenge of project management. But the evolution continues.
"Fifteen years ago project managers were seen as superfluous and paper shufflers, just clipping the ticket," recalls The Building Intelligence Group managing director Dave Mann. "I believe companies like ours, who offer a proven, professional service, have taken the industry from that position to where it is now."
It's by using our past foundation of knowledge and continuing to build on it, that we can meet head-on whatever challenges the future throws at us, Dave says.