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Project Management Timeline

Project Management Timeline The Past Present and Future of Project Management Project management is an ever evolving combination of applied processes, methods, knowledge and skills, with businesses trying more innovate ways of managing better, cheaper and more successfully. But why is it so important, and where are its origins in society? History of Project Management 2570 BC - Great Pyramid of Giza Led by Pharaoh Khufu Perfectly oriented to the points of the compass and still standing today composed of 2,300,000 blocks of stone each averaging 2 , tons in weight 450 ft "high Greek Historian Herodotus believed the pyramids were built by slaves, serving a merciless pharaoh in inhospitable conditions Egyptologist Mark Lehner suggests many of the workers involved in the building of the Pyramids were in fact skilled workers 756 ft long on each side Workers volunteered to work on projects under a feudal type of system. In this system people believed they owed something to the Lord in society, which the Egyptians referred to as 'Bak Giza's project workforce was well fed: Digs by Egyptologist Mark Lehner and his teams Gangs of 2000 (project teams) uncovered vast bakeries which fed workers subdivided into 2 named gangs of approximately 1000 Recent discoveries found that the workforce lived on a middle-class diet of meat and were relieved every three months by a fresh gang of workers Names of the gangs were found on inscriptions in the pyramids "Friends of Menkaure' and "Drunks of Menkaure 20-25,000 workers in total worked on the project During the build, labourers slept side by side in lodgings which they estimate housed between 1600-2000 workers at a time 4,000 primary labourers 16-20,000 secondary workers Egyptians were highly renowned for their use of (ramp builders, tool- makers, mortar mixers and those providing back-up services such as supplying food, clothing and fuel) management and accounting documentation (quarry workers, hauliers and masons) Project begins 10 years to dig 20 to 30 years to build Project deadline of 20 years was given for completion of the Great Pyramid to ensure it was complete before the death of the Pharaoh Project planning and stock control was tight - 10 year timeframe to dig To complete 221-206 BC - Great Wall of China Emperor Qin Shihuang ordered millions of people to finish this project Authority driven and a cruel system of hard labour, deprivation and starvation In Chinese the wall is called "Wan-Li Qang-Qeng" Building of the Great Wall took place over several millennia Economists think that to build something comparable today would cost £300bn Legend of Meng Jiangnu's "Bitter Weeping Tears" Meng Jiangnu's husband died of exhaustion The Great Wall was a complex build, built from earth, stones and wood before the use of brick building the wall and was buried in it. She cried three days and nights, and after her weeping a Labour force who built the Great Earth Stones Wood Brick section of the Great Wall included soldiers, forcibly recruited peasants, convicts and war prisoners Wall collapsed over her bitter wail Basic project management systems were in place реople management time materials management management 15th - 19th Century St Paul's Cathedral project managed by Sir Christopher Wren Until 1900, projects were generally managed by creative architects and engineers themselves Mathematician PM Sir Christopher Wren Christopher Wren's core team included 13 draugtsmen The "gentleman" as they were called would carry out the structural engineering and provide all construction costs, as well as project managing the build. Designed 55 of 87 London churches after the Great fire of London in 1666 Showed flair as a PM and architect using a combination of technical and Wren was determined to rebuild the church using mathematical principles and stated “perfectly mathematical shapes would be eternally beautiful" practical skills May 1666 September 1666 1668 1675 1697 1708 Christopher Wren entered discussions with King Charles Il and the Clergy to redesign Old St. Paul's The Great Fire of London swept through the City destroying the £lm project budget Took 9 years to clear the site, design the project, recruit a project team and establish a financial plan St Paul's went through five general stages of design The last stone was laid to complete the build old church as well as 86 (E1.6bn today), raised via the taxation of coal to the city and a nationwide аppeal others and 13,000 houses 19th - 20th Century PM Developments 1975 1989 2001 PROMPTI methodology created by Simpact Systems Ltd (source: PRINCE method derived from PROMPTII is published by the UK Government agency CCTA and becomes the UK standard for all government information projects AgileAlliance formed to promote "ightweight" software development projects PRINCE2 manual) 1956 The Mythical Man-Month: Essays on Software Engineering by Fred Brooks published The American Association of Cost Engineers (now AACE International) formed 1987 First Project Management Body of Knowledge Guide published as a white paper by PMI 1958 1997 Critical Chain by Eliyahu M. Goldratt 2013 51 million people across the globe were engaged in Project 1910s The Program Evaluation and Review Technique (PERT) method invented 2006 The Gantt chart developed by Henry Laurence Gantt (1861-1919) Total Cos Management Framework release published by AACE Management 1910s 1950s 1960s 1970s 1980s 1990s 2000s 1950s 1984 1986 The Goal by Scrum was named Eliyahu M. as a project Goldratt management style published in the article The New Product Development Game by Takeuchi and Nonaka 2004 Nov 4th was the very first International Project Management day 1969 2009 PRINCE2 2009 The Critical path method (CPM) invented Project Management Institute (PMI) launched to The APM award for edition, programme of the year went to The Cepstruction compatible with other methods and more flexible in The US DoD used modem project management techniques in their Polaris рroject. promote project management profession Programme of the London 2012 approach Olympic and Paralymic Games delivered by Olympic Delivery Authority 1965 1996 International Project hu the PRINCE2 published by CCTA (now Office of Government Commerce OGC) as a generic Management Association (IPMA) established as International Management Systems Association (IMSA) government projects. The Shard Known as the shard of glass At the buslest point during construction, 1,450 workers from 60 countries were helping to build The Shard 72 habitable floors Exterior is covered by 11,000 glass panel's equivalent in area to eight football pitches First concept of the Shard was created by Renzo Piano in a Berlin restaurant Top-down construction allowed the sub and superstructure to be worked on simultaneously The entire spire was pre-assembled in three storey sections on an airfield in Yorkshire Five cranes were used to build the Shard Tallest building in Europe 900,000 sq ft 87 Storey Skyscraper The "jump lift strategy" was used in Europe for the first time, whereby the construction of shafts and installation works continued above an operational lift Issues affecting the project: Resources coming in on lorries battling against London traffic nearly a third of the lorries struggled to get to the site on schedule Construction delays due to windy weather higher up Tight deadlines 95% of the construction 2003 March 2009 materials are recycled July 2012 February 2013 Approval of Construction Construction began Construction completed Opened Initial budget of £350 million that increased to £435 million Global Project Management Outlook C* United Kingdom Sectors to watch: IT, Construction Seeing a demand for almost 1 million project managers through 2020 and change management skills UK arm of the Project Managers Institute was founded in 1995 and now has over 3000 registered members China Sector to watch: Manufacturing United States Sectors to watch: Finance, Construction, Healthcare Demand for project practitioners is expanding by more than 12 percent, resulting in almost 6.2 millon jobs in 2020 United States economy loses $50-5150 billion per year due to failed IT projects 8.1 million Practitioner roles opening theough 2020 Home to a greater expansion in project management than any other country In 2011 PMP accredited project managers eamed on average 16% more than non-accredited Australia Sectors to watch: Mining, Energy Australian project managers in the resources industry have a higher average salary than project managers in any other industry. Top salary for practitioners was at US$134.658 Mexico Nigeria Sectors to watch: India Sectors to watch: IT, Construction, Healthcare, oil and Gas Sectors to watch: Energy, Transportation, Telecommunications Maturing project management landscape Project manager who oversees an initiative with Oil, IT, Agriculture Sustained growth Project practitioners with the PMP credential earn about 22 percent more than others 4 million project management roles created this decade Brazil Sectors to watch: In 2014 the government provided funds of $175m towards agricultural projects Employment for practitioners will increase by 60 percent by 2020 more than 20 team IT, Financial Services, members makes 29 percent Telecommunications more than one with fewer than five team members Biggest project in Brazil currently is in Nigeria the building of Belo Monte Dam - budget of $13bn and expected to go significantly over Project Management Industry Unemployed UK Practitioners in Programme & Project Management fields Male unemployment was higher than women Over 50s accounted for 61% of unemployment 70 60 Female Male 50 > 50 -2% 19% 25% 21% 40 135 to 49 30 I< 34 20 10 81% 75% 77% 2012 2013 2014 % 2012 2013 2014 Project Management Membership Table: % of global recognition and membership in project management "31% of UK based PPM Practitioners have never been a member of a Professional Body" 31% AIPM Australian Institute of Project Management PMSA Project Management South Africa CMI Change Management Institute ACMP Association of Change Management Professionals All INon UK Agile Alliance UK CIPD The Chartered Institute of Personnel and Development RICS Royal Institution of Chartered Surveyors IIBA International Institute of Business Analysis DSDM Consortium Scrum Alliance IPMA International Project Management Association CMI Chartered Management Institute BCS The Chartered Institute for IT PMI Project Management Institute Other Non PPM Bodies АРМ Association for Project Management 10 20 30 40 50 60 70 80 UK PPM Accreditations "Prince2 retains its top spot in the list of favourites amongst the UK based PPM community for the 10th consecutive year" 1 "UK market is still dominated by the PM accreditation offerings" UK Total proportion of PMs accounted for by each type of accreditation 70 60 I Non UK I UK 50 40 30 20 10 Domain Expertise & Impact PPM Practitioner with specialised domain expertise (domain expertise = business or technical) 21% 32% 68% 79% No domain expertise Domain expertise UK Non UK Top sectors Manufacturing Engineering Oil & Gas Sectors where you have "domain experience" Is your "domain expertise" crucial in order for you to be effective in your current role? Is your "domain expertise" seen as more important than your PPM experience? 100 Have 90 Crucial 80 More 70 40 10 Project Management Methodology Most used PM Methodologies Waterfall Methodology 7 high-level phases: Tried, tested and practiced over the last 42 years or more Requirements specification Most used across all industries Design Traditional Construction (AKA or coding) Structured Integration Process driven Testing and debugging (AKA Validation) Step by step approach Installation Can be difficult and costly to make amendments Maintenance Agile Methodology Agile Familiarity in 2014: 35 Commonly used in software development UK 30 Flexible Non UK 25 Rapid Total 20 Continuous delivery 15 Disciplined prioritisation 10 Active stakeholder participation Development is broken up into sprints with small deliverables Aware but do not currently use them Familiar but Use in No exposure Allows for change Jou op currently use my day to day role Scrum them Type of Agile methodology In Scrum there is no title of project manager it is a "Scrum Master" Focuses around 30-day "sprints" and monthly "scrum sessions" Project deliverables broken down into 30-day intervals Methodology applicable only in certain types of environments, mainly colocated 100% dedicated team members who do not work on multiple projects Future of Project Management "Companies offering training see an ROI of 501% for entry level project managers, 268% for mid-level, and 358% for senior-level" ESI International "Renewed confidence in the industry" "Ongoing training will be essential Developing The Entrepreneurial Project Manager MBA in Project Management is a particularly attractive asset to employers in engineering, construction, and information science MBA in Project Management program prepares students to decisively and strategically in real world Emphasis is on leadership and problem solving skills that are needed to successfully create and implement a business plan in real Youth entrepreneurship is a growing phenomenon that has become a framework for teaching the 21st century Online project management software and cloud-based platforms will help remote teams successfully tackle projects scenarios time The commitment to entrepreneurial skill development is slow Percentage of Project Population by types of development received 82% 53% Shift project manager development focus from process skills to entrepreneurial skills. 34% 30% 23% 24% 20% 9% Methodology Technology Agile/iterative (Waterfall) Risk Leadership Stakeholder Business Management None Methods Management Process Skills Entrepreneurial Skills PMOS devote 70% of development effort to improve process skills Common Characteristics of an Entrepreneur PM Gets the Strategic and organised Тeam Proactive "big picture" builder Patient (not easily rattled) Optimistic Leader and Technically motivator sound Great Effective task listener and communicator delegator Entrepreneur Project Manager Do You Have What It Takes To Succeed In Project Management? Fast paced Means multiple deadlines Comes with an abundance of uncertainty Means dealing with internal/external conflict Project management Involves constant pressure and stress Has demanding schedules Means dealing with continual change Requires exceptional organisation skills Future PM Industry Trends More More cloud less More mobile independent consultants desktop PM apps More Agile Less Waterfall Big data as a project management tool More remote More project management API. project teams http://www.ctbuh.orgn-US http/// p:// h "Courses tps:// p:// BY NC SA Manufacturing Prince2 Engineering Oil & Gas APMP Telecoms ITIL IT Service Management Aerospace saigemauay pue 8Jaug Defence Utilities 圖 development Transport Retailing Pharmaceuticals development Education/Academia Financial Services Professional Services & Consultancy CM 1,014 ft high sullding & Construction Healthcare Government

Project Management Timeline

shared by JHBV on Jun 14
A Project Management Timeline data graphic that examines how PM (project management) methods, principles and developments have changed over time; looking at the past, present and future.


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