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Evolution of Project Management: From Past to Present

Explore the evolution of project management from historical times to the modern era, including key differences between project and line managers, their authority sources, and the essential skills expected from exemplary project managers. Learn about the constraints, challenges, and expectations faced in managing projects across various sectors.

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Evolution of Project Management: From Past to Present

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  1. PROJECT MANAGEMENT edlund.carl@epa.gov

  2. BASIC DEFINITIONS • PROJECT • PROJECT MANAGEMENT • PROJECT MANAGER • QUESTION : HOW IS A PROJECT MANAGER DIFFERENT FROM A LINE MANAGER??

  3. ENVIRONMENTALPROJECT ARENA REGULATED COMMUNITY PUBLIC ACADEMIA RULES & REGS REGULATORS CONSULTANTS COURTS & LEGISLATORS

  4. ENVIRONMENTAL ISSUES • Air Quality • Water Quality [surface/subsurface] • Waste • Development/Re-development • Due Diligence • Resource Conservation • Litigation

  5. PROJECT MANAGERS CONSTRAINTS TIME COST PEOPLE EQPT $ FACIL. MTL INFO TECH RESOURCES PERFORMANCE / TECHNOLOGY

  6. PROJECT MANAGERSIN PRIVATE SECTOR: REGULATED BUSINESSES • Free Market Forces • Corporate Liability • Measures of Success: • Profitability, • Corporate Strengthening, • Return on Investment • Continuum of Activity: • Systems Reviews • Continuous Compliance • Response to Govt.

  7. PROJECT MANAGERSIN PRIVATE SECTOR: CONSULTANTS • Free Market Forces • Entrepreneurial Spirit • Measures of Success: • Profitability, • Corporate Strengthening, • Return on Investment • Continuum of Activity: • Looking, • Winning, • Doing

  8. PROJECT MANAGERSIN PUBLIC SECTOR • Funding: Allocation vs Profit • Public Service • Measurements of Success; meet: • Plans, • Allocations, • Statute • Continuum of Activity: • Screening • Doing • Repeating

  9. EVOLUTION OF WORK QUESTION WHAT WAS WORK LIKE: - 12,000 YEARS AGO? - 2, 000 YEARS AGO? - 200 YEARS AGO?

  10. EVOLUTION OF WORK 1800 CRAFTS MODEL: WORK IS HOLISTIC M L T

  11. EVOLUTION OF WORK1900 INDUSTRIAL MODEL L M M M FOREMEN T T T T T

  12. EVOLUTION OF WORK - QUANTITY - QUALITY - COST 1900: PICK ONE 1960: PICK TWO TODAY: ALL THREE

  13. EVOLUTION OF WORK 2000 TALENTED TEAM MODEL: WORK IS HOLISTIC K. S. A’s: - MGMT - TASK - TEAM - L- SHIP PROJECT TEAMS M L TS T

  14. CLASSICAL FUNCTIONS OF MANAGEMENT • PLANNING • ORGANIZING • STAFFING • DIRECTING • CONTROLLING QUESTION WHAT ARE THE DIFFERENCES BETWEEN LINE AND PROJECT MANAGERS?

  15. PROJECT MANAGEMENT • RESPONSIBILITY • AUTHORITY • ACCOUNTABILITY QUESTION WHERE AND HOW DOES A PROJECT MANAGER OBTAIN THESE??

  16. SOURCES OF AUTHORITY • LINE MANAGER • FROM ORGANIZATION STRUCTURE • IMPLICATIONS • PROJECT MANAGER • FROM THE ‘CONTRACT’ • IMPLICATIONS

  17. EXEMPLARY PROJECT MANAGER:TECHNICAL SKILLS • QUALIFIED IN THE THE FIELD: • Appropriate Degree, Training • Certification • CAN USE PROCUREMENT SYSTEMS • CAN USE MANAGEMENT SYSTEMS • SYSTEMS FOR wORK PROCESSES: • Note system • Tech Review System

  18. EXEMPLARY PROJECT MANAGER:MANAGEMENT SKILLS • PROJECTS COMPLETED: • ON TIME • IN SCOPE • IN BUDGET • QUALITY PRODUCT • PERSONAL PRODUCTIVITY EXPECTATION • DEBOTTLENECKER

  19. EXEMPLARY PROJECT MANAGER:MANAGEMENT SKILLS • Focused on all variables • Planner [contingencies included] • Organizer • Administrative savant • Negotiator

  20. EXEMPLARY PROJECT MANAGER:LEADERSHIP SKILLS • Ethical standards • Communicator • Visionary • Sells project to organization/customer • Accountable • Goal oriented • Views job as an ‘owner’

  21. EXEMPLARY PROJECT MANAGER:TEAM SKILLS • TEAM-MEMBERS KSA’S MAXIMIZED • EMPATHETIC TO OTHER MEMBERS • EFFECTIVE MEETINGS • JUGGLER • MENTOR • NEGOTIATOR

  22. THREE COMMANDMENTS • Thou shalt not exceed scopes of work! • Thou shalt not miss deadlines! • Thou shalt not blow budgets! HINT: THIS COULD BE ON THE EXAM!!!

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