This document provides a brief history of project management from prehistoric times to the present day. It discusses how:
1) Early projects lacked modern technology and concern for worker safety, with people often seen as expendable.
2) In the 20th century, management scientists studied productivity and Gantt developed charts still used today.
3) Computers in the 1950s-60s made network planning faster but expensive, with project management becoming a recognized role.
4) Personal computers in the 1980s cut processing times and allowed immediate schedule updates, though early software had faults.
5) Today, project risk is taken seriously, communication is powerful, and project management is accepted across industries
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time.
Project management has evolved significantly over time. Early projects from 2500 BC like the Egyptian pyramids were organized but lacked formal management philosophies. In the 1950s, organizations like RAND Corporation began using operations analysis and techniques like PERT and CPM were developed for projects like Polaris missile program. This led to the establishment of project management as a formal discipline in 1959. Over subsequent decades, practices advanced with developments like matrix organizations in 1960s, establishment of PMI in 1967, and introduction of concepts like portfolio management techniques in 2000s.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
This document provides an overview of project management for construction projects and improving project performance. It includes:
- An introduction to project management, defining projects, key attributes like determining objectives, managing budgets/resources, reporting progress, and evaluating efficiency.
- Details on project managers' responsibilities and why projects go wrong, such as unclear goals, resource constraints, and communication issues.
- Sections on successful project management attributes and features of projects.
- A table of contents for the full dissertation, outlining chapters on introduction to project management, case studies of successful and failed projects, and data collection/analysis.
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time.
Project management has evolved significantly over time. Early projects from 2500 BC like the Egyptian pyramids were organized but lacked formal management philosophies. In the 1950s, organizations like RAND Corporation began using operations analysis and techniques like PERT and CPM were developed for projects like Polaris missile program. This led to the establishment of project management as a formal discipline in 1959. Over subsequent decades, practices advanced with developments like matrix organizations in 1960s, establishment of PMI in 1967, and introduction of concepts like portfolio management techniques in 2000s.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
This document provides an overview of project management for construction projects and improving project performance. It includes:
- An introduction to project management, defining projects, key attributes like determining objectives, managing budgets/resources, reporting progress, and evaluating efficiency.
- Details on project managers' responsibilities and why projects go wrong, such as unclear goals, resource constraints, and communication issues.
- Sections on successful project management attributes and features of projects.
- A table of contents for the full dissertation, outlining chapters on introduction to project management, case studies of successful and failed projects, and data collection/analysis.
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
This document discusses the challenges of multiple project management in the service industry. It defines project management as planning, organizing, and managing resources to achieve project goals and objectives while adhering to constraints like scope, quality, time and budget. Some challenges of project management include high demand, limited resources, multiple projects, and lack of project management skills. It recommends linking projects to strategic plans, training project sponsors, managing change and risk, and being realistic about planning and scheduling to overcome these challenges.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
This document discusses project management. It defines a project as a combination of interrelated activities with well-defined objectives to be completed within a specific time period. Project management is then defined as the application of knowledge, skills, tools and techniques to project activities to meet requirements and achieve objectives within constraints. The document outlines the importance of project management and some benefits such as clear work descriptions and timely problem identification.
Project management has been practiced for thousands of years, but it was not until the 1950s that modern project management methodologies began to be used. During the 1950s and 1960s, the U.S. Navy and Department of Defense started employing systematic project management tools on large, complex projects. In the following decades, other industries such as manufacturing, software development, and construction also began widely adopting formal project management practices and techniques. The emergence of new technologies in areas such as computing, networking, and software facilitated greater use of project management over the latter half of the 20th century.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how to develop a WBS dictionary to define the work for each WBS element. Next, it covers creating an organizational breakdown structure (OBS) to assign responsibilities to organizational departments. Finally, it explains how to merge the WBS and OBS into a responsibility assignment matrix (RAM) to allocate specific tasks to responsible parties.
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
This document discusses project planning and scheduling. It defines what a project is, noting that projects can take many forms from personal assignments to large construction projects. Some key points made are:
1. Projects are temporary with a defined start and finish, and are constrained by time, cost and resources.
2. Objectives of projects include completing them on time and within budget.
3. Factors that can cause projects to fail include technical complexities, human errors like multitasking, and external factors outside a project team's control.
4. Successful project management requires planning, defining objectives and stakeholders, executing phases as planned, and addressing challenges that arise.
A contracting and project management firm, The Dalton Company has been involved with significant projects for nonprofits, including Toronto’s Wychwood Barns. Using ArtsBuild’s online guide to capital projects PLAN IT | BUILD IT, The Dalton Company discusses the planning and decision-making needed to deliver projects on budget and in time.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
CHANGING TRENDS IN CONSTRUCTION PROJECT MANAGEMENTA REVIEW FROM THE HISTORY T...IAEME Publication
Construction of building and infrastructure development is a part of great
civilizations throughout the different time of development. The great examples of
buildings such as great pyramid, Great Wall of China and many more ancient
structures of historical importance, all are examples of marvellous Architecture. The
basic part of completion of these buildings are design, execution and closure. Design
is the foremost and important whereas the execution is the most important in order to
complete the project in timely manner and with quality. There is certainly some
excellent quality and construction management methodology was adopted during
those time and someone is present there to manage the resources and time scheduling.
In present time there are various mathematical tools and techniques are being used
such as Bar chart, CPM, PERT etc. in construction project management to handle the
construction projects. Various standalone and web-based packages are also in
practice to handle the multi-tasking and complex construction environment. This
paper aims to explore the start of management tools and techniques in historical era
to present day time, when we are handling very complex construction practices
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
This document discusses the challenges of multiple project management in the service industry. It defines project management as planning, organizing, and managing resources to achieve project goals and objectives while adhering to constraints like scope, quality, time and budget. Some challenges of project management include high demand, limited resources, multiple projects, and lack of project management skills. It recommends linking projects to strategic plans, training project sponsors, managing change and risk, and being realistic about planning and scheduling to overcome these challenges.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
This document discusses project management. It defines a project as a combination of interrelated activities with well-defined objectives to be completed within a specific time period. Project management is then defined as the application of knowledge, skills, tools and techniques to project activities to meet requirements and achieve objectives within constraints. The document outlines the importance of project management and some benefits such as clear work descriptions and timely problem identification.
Project management has been practiced for thousands of years, but it was not until the 1950s that modern project management methodologies began to be used. During the 1950s and 1960s, the U.S. Navy and Department of Defense started employing systematic project management tools on large, complex projects. In the following decades, other industries such as manufacturing, software development, and construction also began widely adopting formal project management practices and techniques. The emergence of new technologies in areas such as computing, networking, and software facilitated greater use of project management over the latter half of the 20th century.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how to develop a WBS dictionary to define the work for each WBS element. Next, it covers creating an organizational breakdown structure (OBS) to assign responsibilities to organizational departments. Finally, it explains how to merge the WBS and OBS into a responsibility assignment matrix (RAM) to allocate specific tasks to responsible parties.
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
This document discusses project planning and scheduling. It defines what a project is, noting that projects can take many forms from personal assignments to large construction projects. Some key points made are:
1. Projects are temporary with a defined start and finish, and are constrained by time, cost and resources.
2. Objectives of projects include completing them on time and within budget.
3. Factors that can cause projects to fail include technical complexities, human errors like multitasking, and external factors outside a project team's control.
4. Successful project management requires planning, defining objectives and stakeholders, executing phases as planned, and addressing challenges that arise.
A contracting and project management firm, The Dalton Company has been involved with significant projects for nonprofits, including Toronto’s Wychwood Barns. Using ArtsBuild’s online guide to capital projects PLAN IT | BUILD IT, The Dalton Company discusses the planning and decision-making needed to deliver projects on budget and in time.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
CHANGING TRENDS IN CONSTRUCTION PROJECT MANAGEMENTA REVIEW FROM THE HISTORY T...IAEME Publication
Construction of building and infrastructure development is a part of great
civilizations throughout the different time of development. The great examples of
buildings such as great pyramid, Great Wall of China and many more ancient
structures of historical importance, all are examples of marvellous Architecture. The
basic part of completion of these buildings are design, execution and closure. Design
is the foremost and important whereas the execution is the most important in order to
complete the project in timely manner and with quality. There is certainly some
excellent quality and construction management methodology was adopted during
those time and someone is present there to manage the resources and time scheduling.
In present time there are various mathematical tools and techniques are being used
such as Bar chart, CPM, PERT etc. in construction project management to handle the
construction projects. Various standalone and web-based packages are also in
practice to handle the multi-tasking and complex construction environment. This
paper aims to explore the start of management tools and techniques in historical era
to present day time, when we are handling very complex construction practices
"How to avoid rework phenomena in construction projects by maintaining a reliable organizational profile? The application of LEAN-6 SIGMA methodology minimizes time variability in construction phase."
This document discusses how the design and construction industry is undergoing a transformation from specialized silos to more integrated, cross-disciplinary approaches. Drivers like digital technologies, demand for capital efficiency, and systems thinking are causing the roles of engineers, architects and builders to converge once again into more well-rounded "Renaissance" professionals. Emerging trends like building information modeling (BIM) allow project teams to collaborate virtually across disciplines early in the design process. Leading companies are capitalizing on these changes by developing new business models that integrate design, construction, operations and maintenance on a global scale.
Most of construction projects posses a project based organizational structure, where knowledge
acquired by humans migrate with them outside their organizational bodies once they leave their employer.
Hence, organizational learning and building corporate knowledge that has a life span greater than the
employees‟ turnover are of paramount importance to construction firms. It is considered the means by which
previously acquired experiences from previous projects can be used in decision making processes in similar
projects, wherever similar contexts and conditions are encountered.
The Industry Foundation Classes (IFCs) is an initiative to standardize communication between multidisciplinary
software applications through the use of a common Building Information Model (BIM). It facilitates data
communication between software applications and heterogeneous IT platforms, without human intervention.
This paper addresses the problem of organizational learning within the AEC-FM (Architectural, Engineering,
Construction and Facilities Management) domain. It focuses on the design process and its activities. It proposes
a novel approach for utilizing the object oriented features of the IFC/BIM model to structure captured contextual
information about such objects in a manner that facilitates organizational learning. Furthermore, advanced
object versioning techniques are implemented to capture contextual snapshots of design phases at certain stages
within a well defined workflow. This leads to a BIM based information management system that can achieve a
competitive advantage through organizational learning.
Engineering design process and its structure. Identification
and analysis of need, product design specifications, standards
of performance and constraints.
Searching for design concepts; morphological analysis,
brainstorming. Evaluation of design concepts for physical
reliability, economic feasibility and utility.
Detailed design; design for manufacture, assembly, shipping,
maintenance, use, and recyclability.
Design checks for clarity, simplicity, modularity and safety.
Standardization and size ranges. Reliability and robust design.
Design organisation and communication, technical reports,
drawings, presentations and models.
This document provides an overview of project management techniques PERT and CPM. It uses an example of moving a credit card operation from Dallas to Des Moines to illustrate how to:
1) Define activities and precedence relationships in an activity list
2) Create a network diagram showing activities as arrows connected by nodes
3) Develop a Gantt chart to track progress over time
It explains that network diagrams capture precedence relationships that are important for determining critical paths and schedules, unlike Gantt charts. The example will be used to demonstrate how PERT and CPM are applied to answer key project management questions.
This document outlines a chapter about project management techniques PERT and CPM. It introduces a case study of managing the move of a credit card operation from Dallas to Des Moines with a 22 week deadline. The chapter will explain how to use PERT and CPM to analyze the project network, determine critical paths, manage resources, and ensure the project is completed on time and on budget. It provides context on the origins of PERT and CPM and how they revolutionized project scheduling by identifying only the most critical activities that need close monitoring.
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This document provides an overview of the history and evolution of project management. It discusses how project management has been used throughout history for major construction projects like the pyramids in Egypt and medieval castles. In the 19th century, the roles of architect and construction worker began to separate. In the 20th century, theorists like Taylor and Gantt contributed important project management tools and techniques. The construction of landmarks like the Empire State Building demonstrated precise project management practices. Overall, the document traces how project management has advanced and grown in importance over time to effectively manage increasingly complex projects.
Reinforce your working domain with leading-edge BIM training and skills to th...nibtedu
NIBT aims in catering the thorough awareness in the field of building industry educating various analogous construction technologies highlighting the development of smart construction work. Construction Management plays a key role in every building project.
Envision of an Integrated Information System for Projectdriven Production in ...Ricardo Magno Antunes
Construction frequently appears at the bottom of productivity charts with decreasing indexes of productivity over the years. Lack of innovation and delayed adoption, informal processes or insufficient rigor and consistency in process execution, insufficient knowledge transfer from project to project, weak project monitoring, little crossfunctional cooperation, little collaboration with suppliers, conservative company culture, and a shortage of young talent and people development are usual issues. Whereas work has been carried out on information technology and automation in construction their application is isolated without an interconnected information flow. This paper suggests a framework to address production issues on construction by implementing an integrated automatic supervisory control and data acquisition for management and operations. The system is divided into planning, monitoring, controlling, and executing groups clustering technologies to track both the project product and production. This research stands on the four pillars of manufacturing knowledge and lean production (production processes, production management, equipment/tool design, and automated systems and control). The framework offers benefits such as increased information flow, detection and prevention of overburdening equipment or labor (Muri - 無 理 ) and production unevenness (Mura - 斑), reduction of waste (Muda - 無駄), evidential and continuous process standardization and improvement, reuse and abstraction of project information across endeavors
Reinforce your working domain with leading-edge BIM training.pdfnibtedu
NIBT aims in catering the thorough awareness in the field of building industry educating various analogous construction technologies highlighting the development of smart construction work. Construction Management plays a key role in every building project.
The document discusses how building design is moving towards an era of increased connectivity through digital systems and data sharing. It describes how building designs, projects, and teams are becoming more interconnected through technologies like BIM and data-driven insights. This allows for improved collaboration, decision making, outcomes, and handoffs between designers, engineers, contractors and owners. The document promotes Autodesk's BIM solutions as helping realize this connected future in building design, from early design through construction.
Agile methodologies in_project_managementPravin Asar
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Brief history of project management
1. Assignment on
“BRIEF HISTORY OF PROJECT MANAGEMENT”
Submitted To:
Prof.Saqib Rehmani
Submitted By:
Waseem Akram
Reg# 2131052
MBA (Evening)
st
1 Semester, Spring 2013.
National College of Business Administration & Economics
History of Project Management Reg # 2131052
2. Overview:
Project mangement involves planning, coordination, monitoring and evaluation of various
activities which are complex and diverse in nature. These activities are mostly found in modern
era of commercial as well as industrial management change of IT projects.
Whatever the nature of the project it comprises on common attributes and characteristics:
i) Creation of new ideas
ii) Implementing and carry on these innovative ideas into accomplishments by using
modern technology.
But one thing remains in project everlasting that is risk because it is uncertainty it can
be reduced rather than eliminate because project brings unique ideas so it’s very
difficult to foresaid and forecasts actual and accurate information and activities that
would be carried on for the accomplishments of the projects.
Brief history of project management
Obviously, man-made projects are not new: monuments existing from the earliest civilizations
testify to the incredible achievements of our ancestors and still evoke our wonder and
admiration. Modern projects, for all their technological complexity, are not necessarily greater in
scale than some of those early massive works. But economic pressures of the industrialized
world, antagonism between rival companies, and greater regard for the value, well-being and
consequently the employment costs of working people have all contributed to the development
of new project supervision ideas and techniques.
Projects from prehistory to Victorian times (before 1900)
Projects from ancient times have left inspiring legacies on our architectural and industrial
culture. We wonder how some of those early masters managed without the technology that is
readily and cheaply available today. However, with the exception of a few notable philanthropic
employers project management concern for the welfare and safety of workers was generally
lacking and many early project workers actually lost their lives through injuries, disease and
sheer physical exhaustion. People were often regarded as cheap and expendable resources.
A lot of of us are familiar with stories of the giants who flourished in the latter part of this
historical period; people such as Sir Christopher Wren (1632–1723), Thomas Telford (1757–
1834) and Sambaed Kingdom Brunel (1806–59). You can read about Brunel in Vaughan (1991).
There was no separately recognized profession of project management. Commonsense,
determination, hard work
History of Project Management Reg # 2131052
3. (Sometimes at the expense of neglecting personal health) usually got the job done. The time had
not yet come for the industrial engineers and behavioral scientists who would in due course study
working practices, organization theory and people at work.
Before 1900
Wonderful projects
People cheap, even expendable
Urgency not driven by the rat-race
Management organization structures seen in the church and the military
No management scientists
No project management profession
1900 to 1949
Hasty industrialization and the demands of weapons production in World War 1 saw the
materialization of management scientists and industrial engineers such as Elton Mayo and
Frederick Winslow Taylor, who studied people and productivity in factories (Kanigel, 1997).
Henry Ford made production-line manufacture famous with his Model T automobile and,
especially important for project managers,
Henry Gantt (1861-1919), who worked for Taylor, developed his now-famous charts which are
still popular and used universally today. It is not generally appreciated that early examples of
critical path networks were developed before 1950, although their value was not widely
appreciated at the time. Without the existence of computers, they were inflexible to change,
tedious to translate into working schedules and thus impracticable and difficult to use. Gantt’s
bar charts were generally preferred, often set up on proprietary charts that allowed rescheduling
using movable magnetic or plug-in strips or cards. Everything from the allocation of work to
people and machines to holiday schedules was controlled by charts, usually prominently
displayed on office walls.
1950 to 1969
The emergence of mainframe digital computers made the processing and updating of critical path
networks faster and easier. The American defense industry and Du Pont were among the
organizations quick to exploit this powerful planning and scheduling tool in the 1950s. The
manufacturing and construction industries soon came to recognize the benefits of these new
methods. Computers were large, extremely expensive, and required their own dedicated air-
conditioned clean rooms. Their capital and operating costs were beyond the budgets of all but the
biggest organizations, so that many planners in smaller companies bought their computing time
from bureaux, where project schedules were processed in batch mode. These bureau facilities
were provided both by computer manufacturers and by large companies whose computers had
free time.
History of Project Management Reg # 2131052
4. It was at this time that I cut my project management teeth, and I have fond memories of being
able to plan and control projects and prorammes of multiple projects very successfully, although
processing time was measured in days rather than in today’s nanoseconds. Project management
became a recognized job description, if not yet a respected profession. Companies were showing
more concern for the welfare of people at work, although discrimination because of race, sex and
age was still too common. The year 1968 saw publication of the first edition of this book, at a
time when most other publications dealt with planning and scheduling as separate techniques
rather than treating project management holistically as a management discipline.
1970 to 1979
This period saw rapid growth in information technology, or ‘IT’ (as it soon became known).
Industrial project management continued as before, but with more project management software
available and wider recognition of the role. However, the spread of IT brought another, different
kind of project manager on the scene. These were the IT project managers: people who had no
project planning or scheduling experience and no interest or desire to learn those methods. They
possessed instead the technical and mental skills needed to lead teams developing IT projects.
These IT project managers were usually senior systems analysts, and one of their characteristics
was their scarcity. High demand for their services led them to make frequent career jumps,
moving rapidly up a generous salary scale.
1980 to 1989
During this decade project managers became far less dependent upon IT experts. They now had
their own desktop computers that could run most project management software. Graphics were
greatly improved, with smaller printers available locally in the office that could produce complex
charts in many colours. However, productivity did not match this growth in technology as
quickly as one might have expected because managers became more interested in the technology
itself than in the work that it was intended to manage. People were frequently seen grouped
round each other’s screens asking questions such as ‘What happens if you do this?’ and ‘Have
you tried that?’ or ‘Why has it crashed and lost all my data?’ In other words, managers had to
learn to become ‘computer literate’ and be far less dependent on IT experts. Software that could
run activity-on-arrow networks became obsolete. All planners have since had to use activity-on-
node (precedence) networks in their computers and adapt to the relatively small areas of network
visible on the small screen. However, processing times were cut dramatically, so that schedules
could be up and running much faster for new projects. Schedules could now be updated almost
immediately from the planner’s own keyboard to cope with progress information and project
changes.
History of Project Management Reg # 2131052
5. Today:
Virtually all software suppliers recognized the need to make their products compatible with
Microsoft Windows. Microsoft themselves introduced Microsoft Project into their Office suite of
programs. One or two operating and plotting faults in very early versions of Microsoft Project
were eliminated in later versions, and the program is now by far the most widely used, especially
among students who appreciate its user friendly features (www.microsoft.com/office/project).
However, many professionals continue to use programs at the high end of the software market,
preferring their greater power, flexibility and malleability for particular project applications.
Project risk is taken seriously and people pay more attention to predicting risk events so that
contingencies and risk alleviation strategies can be planned.
Of immense importance is the power of communication made possible by satellites and the
Internet, effectively shrinking the world and making it possible to transmit drawings, reports
another documents almost instantaneously to almost anywhere. Introduction Project management
is no longer considered as two separate branches (one for industrial projects and another for IT
projects). There is wider and welcome acceptance that managing company changes as projects
can bring faster and better results. Many good books dealing comprehensively with all aspects of
project management (except purchasing) are now available in most languages, and there is no
shortage of training courses. Well-regarded professional qualifications awarded by universities,
management schools and the professional organizations can be gained by those who follow the
appropriate training and can demonstrate proficiency.
History of Project Management Reg # 2131052