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Sharing Agenda
 Current Trends
 History of Project Management
 Project Management 2.0
 Sharing Presentation Material
 Project Management Overview
 Project Management Best Practice
 Project Management Maturity
 Human Aspect of Project Management
 Project Management Process
 IT Project Management
 Project Management Lessons Learned

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History of Project Management
Father of Project Management ?
Henry Gantt (Henry Laurence Gantt)
The Gantt Chart (1861 - 1919)
"Whatever we do must be in accord with human nature. We
cannot drive people; we must direct their development… the
general policy of the past has been to drive; but the era of
force must give way to that of knowledge, and the policy of
the future will be to teach and lead, to the advantage of all
concerned." (Henry Gantt)
Source: www.iim-edu.org/managementgurus/Henry_Gantt.htm

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Henry Gannt’s Key Work
Henry Gantt's legacy to management profession is the following:
 The Gantt chart: Accepted as a the most important project management
tool until today. It provides a graphic mechanism of planning, controlling
work and recording the progress of workers toward the task standard. The
Chart also led to its modern variation - PERT (Program Evaluation and
Review Technique).
 Industrial Efficiency: Industrial efficiency can Only be produce by the
application of scientific analysis to every aspect of work. and industrial
management role is to improve the system by eliminating chance and
accidents.
 The Task And Bonus System: He linked the a manager bonus to how
well he teaches his employees to perform better.
 The social responsibility of business: He believed that the business
had obligations to the welfare of society that it operates in.

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5Information Technology Project Management, Fifth Edition, Copyright 2007
History of Project Management
• Egyptian Pyramids? Great Wall of China?
• Most people consider the Manhattan Project to be the
first project to use “modern” project management (3 yr,
$2 billion in 1946 $)
• In 1917 Henry Gantt developed the Gantt chart as a tool
for scheduling work in factories. It was adopted for use in
planning early military projects.

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3 Gorges Dam
18,000 workers and a $73 billion cost estimate,
idea in 1920’s, to be completed in 2009

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Project Management 2.0
Project Management 2.0 (social project management):
 the natural evolution of project management practices brought by
Web 2.0 technologies.
 This second-generation Web environment has imposed itself by
virtue of new Web services and applications, which quickly
replace traditional project management software.
 Such applications include: blogs, wikis, collaborative software, etc.
With broadband as the new utility, virtual teams now can work
together much more efficiently by utilizing the new-generation,
Web-based project management tools.
 These tools challenge the original definition of project
management.
 Project Management 2.0 represents a dramatic shift toward
having collaboration as the heart of project management.
 The transformation appears in the role of the project manager and
in the interaction with clients.
Source: http://en.wikipedia.org/wiki/Project_management_2.0

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Comparison of Traditional Project
Management and Project Management 2.0
 Traditional project management
 based on the project manager’s control.
 the manager in the center of the project work – as he needs to collect
all the information from the team, process it and then communicate to
upper management.
 can be hard for the manager to bring the project plan to life due to the
fact that all the information on the project is concentrated only around a
single person — himself.
 New-generation project management tools
 make it possible to create a collaborative space, and everyone involved
in the project is able to contribute to the project work in this space.
 A project is led and developed by the whole team, and each team
member has the full information on the project.
 Project progress is visible to everyone on the team.
 A project manager from a Taskmaster becomes a project visionary and
chooses the right direction for the project development.
 The new-generation tools take away part of his burden and allow him
to lead the project team.

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Comparison of Traditional Project
Management and Project Management 2.0
Traditional Project
Management
Project Management 2.0
Centralization of control Decentralization of control
Top-down planning Bottom-up planning
Authoritarian environment Collaborative environment
Implied structure Emergent structures
Limited/Restricted Access to the plan Organized/Unlimited Access to the plan
Local Access to information Global/Live Access to information
Limited Communications within team Unlimited Communications within team
Separate projects Holistic approach
Overly complex tools Easy to use tools
Rigidity of tools Flexibility of tools

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