Technical University of Middle Euphrates Department of Building and Construction

Engineering Management and Construction Techniques

Equipment Lecture 1: Week 1 & 2
Faculty of Technical Engineering in Najaf Lecturer: Dr. Mohammed Ali Ahmed

Introduction and Historical Review of Project Management

Definitions of Project Management

There are various definitions of project management developed by different
institutions and organisations. Below are some of these definitions.

1. Definition from the Project Management Institute (PMI):

Project management, as defined by PMI, is "the application of knowledge,
skills, tools, and techniques to project activities to meet project requirements." It
involves initiating, planning, executing, monitoring, controlling, and closing a project,
while balancing competing demands of scope, time, cost, quality, resources, and risk
to produce deliverables that satisfy stakeholder needs and expectations.

2. Definition from the International Project Management Association (IPMA):

IPMA defines project management as "the application of processes, methods,
skills, knowledge, and experience to achieve specific project objectives according
to the project's acceptance criteria within agreed parameters." These parameters
include scope, time, cost, quality, human resources, communication, risk, and
procurement management.

3. Academic Definition:
In an academic context, project management can be defined as the systematic
discipline that encompasses the planning, organizing, coordinating, and
controlling of resources, activities, and tasks within a project. Its primary
objective is to achieve predefined project objectives, often involving the creation
of unique products, services, or results, while adhering to constraints such as time,
budget, scope, and quality.

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 Project management draws upon a wide range of knowledge areas, methodologies,
and best practices, with a focus on effective communication, risk mitigation, and
stakeholder engagement to ensure project success.

The Historical Evolution of Project Management

Introduction:
Project management, as we know it today, has a rich history that spans centuries.
It has evolved from simple, informal methods to a highly organized and standardized
discipline. This section will explore the historical evolution of project management,
tracing its development through different eras and key milestones.

I. Ancient Origins (Before 1900s):

- Pyramids of Egypt (c. 2600 BC): Some of the earliest recorded projects were
the construction of the Egyptian pyramids. These colossal structures required careful
planning and organization of labour and resources.

II. Industrial Revolution (18th and 19th centuries):

- Manufacturing Projects: The Industrial Revolution saw the rise of
manufacturing projects, such as building factories and railways. This era marked the
transition from craft-based work to more systematic project execution.

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 III. Early 20th Century:
- Scientific Management: Frederick Taylor's principles of scientific
management (1910) introduced the concept of efficiency and systematic work
methods. This laid the groundwork for modern project management.

IV. World War II (1930s - 1940s):

- Military Projects: The war effort demanded complex projects like the
development of the atomic bomb and the construction of military infrastructure. These
projects required tight control and coordination.

V. Post-War Era (1950s - 1960s):

- PERT and CPM: The development of the Program Evaluation and Review
Technique (PERT) and the Critical Path Method (CPM) were significant milestones.
These mathematical techniques allowed for better scheduling and control of large
projects.

VI. The Birth of Modern Project Management (1970s):

- Project Management Institute (PMI): In 1969, PMI was founded,
formalizing project management as a profession. They published the Project
Management Body of Knowledge (PMBOK) in 1983.

VII. 1980s - 1990s:

- Software Development: The growth of the IT industry led to the development
of Agile and Scrum methodologies, emphasizing flexibility and customer
collaboration.

VIII. 21st Century:

- Digital Tools: The 21st century saw the integration of advanced project
management software and tools, making project management more accessible and
efficient.

IX. Today and the Future:

- Diverse Applications: Project management principles are applied in various
industries, including construction, healthcare, and even space exploration.

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 - AI and Automation: Artificial intelligence and automation are becoming
integral to project management, streamlining tasks and enhancing decision-making.

In Conclusion, project management has come a long way from its humble
beginnings in ancient civilizations. It has evolved into a complex discipline with a wide
range of methodologies and tools. As we move forward, project managers will continue
to adapt to new challenges and technologies, ensuring the successful execution of
projects in an ever-changing world.

Key Figures in the History of Project Management

1. Henry L. Gantt (1861-1919):
- Notable Work: Gantt is famous for developing the Gantt chart, a visual
representation of project tasks over time. His work greatly contributed to the
scheduling and management of tasks in projects.

2. Frederick W. Taylor (1856-1915):

- Notable Work: Taylor is often regarded as the father of scientific management.
He introduced principles of time and motion studies, which laid the foundation for
efficient work processes and project management.

3. Lawrence P. Miles (1900-1988):

- Notable Work: Miles is known for his work in value engineering and value
analysis. He developed techniques to improve the value of products and projects, which
became integral to project management.

4. W. Edwards Deming (1900-1993):

- Notable Work: Deming is famous for his contributions to Total Quality
Management (TQM) and continuous improvement. His principles and methods greatly
influenced project quality management.

5. David P. Norton and Robert S. Kaplan:

- Notable Work: Norton and Kaplan developed the Balanced Scorecard, a
framework for measuring and managing performance across various aspects of a
project or organization. This approach revolutionized project performance
measurement.
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 6. Peter Drucker (1909-2005):
- Notable Work: Drucker's management theories, including his focus on
management by objectives (MBO), had a significant impact on project management
methodologies and goal-setting practices.

7. Tom Peters and Robert H. Waterman:

- Notable Work: Their book "In Search of Excellence" highlighted best
practices in project and organizational management, emphasizing the importance of
leadership, culture, and innovation.

8. Rita Mulcahy (1952-2010):

- Notable Work: Mulcahy was a renowned author and educator in the field of
project management. Her PMP (Project Management Professional) exam prep
materials have helped countless professionals in their project management careers.

9. Agile Manifesto Authors (Including Kent Beck, Martin Fowler, and others):
- Notable Work: The authors of the Agile Manifesto revolutionized project
management by emphasizing iterative and incremental development, collaboration,
and customer feedback in software development projects.

These individuals and their contributions have significantly shaped the field of
project management, influencing how projects are planned, executed, and controlled.

Evolution of Project management Tools and Techniques

The evolution of project management tools and techniques has been shaped by
technological advancements and changes in project management methodologies.
Here's a brief overview of key developments:

1. Manual Tools (Pre-20th Century): Project management was initially done using
pen and paper, charts, and rudimentary scheduling techniques.
2. Gantt Charts (1910s): Henry L. Gantt introduced Gantt charts, which provided
a visual representation of project schedules. These were manually created and
offered a simple way to track tasks and timelines.

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 3. Critical Path Method (CPM, 1950s): Developed during the construction of the
Polaris submarine project, CPM enabled managers to identify the most critical
tasks and their dependencies for complex projects.
4. Program Evaluation and Review Technique (PERT, 1950s): PERT, developed
by the U.S. Navy, focused on probabilistic scheduling, helping manage
uncertainty in project timelines.
5. Project Management Software (1980s): The advent of personal computers led to
the development of software like Microsoft Project, allowing for more automated
scheduling, resource allocation, and tracking.
6. Agile Methodology (2001): Agile introduced iterative and flexible project
management techniques, emphasizing collaboration and adaptability. Tools like
Jira and Trello support Agile practices.
7. Cloud-Based Tools (2000s): The rise of cloud computing brought about web-
based project management tools like Asana, Basecamp, and Trello, making
collaboration and remote work more accessible.
8. Mobile Apps (2010s): Mobile project management apps, such as Slack and
mobile versions of existing tools, enabled project managers and teams to work on
the go.
9. Artificial Intelligence (AI, ongoing): AI is increasingly integrated into project
management tools, automating tasks like data analysis, resource allocation, and
risk assessment.
10. Blockchain (emerging): Blockchain technology is being explored for
project management to enhance security, transparency, and traceability of project
data.
11. Hybrid Approaches (ongoing): Project management is evolving towards
hybrid methodologies that combine traditional Waterfall methods with Agile
principles to suit different project needs.
12. Predictive Analytics (ongoing): Advanced data analytics and predictive
modelling are becoming more prominent in project management, allowing for
better forecasting and decision-making.

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 13. Virtual Reality (VR) and Augmented Reality (AR, emerging): VR and
AR technologies are being explored for visualizing project progress and
facilitating remote collaboration.

Overall, project management tools and techniques continue to evolve to meet the
changing needs of modern projects, emphasizing collaboration, adaptability, and data-
driven decision-making.

Project Management Concepts

Project management concepts refer to the fundamental principles and practices
used to effectively plan, execute, and control projects. These concepts help project
managers and teams ensure successful project completion within the defined scope,
schedule, and budget constraints. Some of the key project management concepts
include:

1. Project Scope: Clearly defining the objectives, deliverables, and boundaries

of the project.
2. Project Schedule: Creating a timeline with all the tasks, dependencies, and
milestones required to complete the project on time.
3. Project Budget: Estimating and controlling the costs associated with
executing the project.
4. Project Risk: Identifying potential risks and developing strategies to mitigate
or manage them.
5. Project Stakeholders: Identifying and engaging all individuals or groups
affected by or having an interest in the project.
6. Project Communication: Developing a communication plan to share project
information with stakeholders effectively.
7. Project Resources: Identifying and allocating necessary resources, such as
human resources, materials, and equipment, to complete the project.
8. Project Quality: Ensuring that the project delivers the expected level of
quality by defining and monitoring quality standards.

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 9. Project Integration: Coordinating various project activities, ensuring that
they work together to achieve the project objectives.
10. Project Change Management: Managing changes in project scope, schedule,
and resources while minimizing the impact on project outcomes.
11. Project Leadership: Providing direction, guidance, and motivation to the
project team throughout the project lifecycle.
12. Project Monitoring and Control: Regularly reviewing project progress,
comparing it against the project plan, and taking corrective actions as
necessary.

These concepts provide a framework for managing projects efficiently and

effectively, regardless of the project’s size, complexity, or industry. They help project
managers minimize risks, optimize resources, and ensure successful project outcomes.

Project Life Cycle

The traditional project life cycle includes project initiation, project planning,
project execution and project closure (Figure 2-1).

Figure 1: Life Cycle of the Project

These five process groups of project management were identified in the PMBOK®
(Project Management Book of Knowledge, including:

Project initiation
- Selection of the best project given resource limits.

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- Recognizing the benefits of the project.
- Preparation of the documents to sanction the project.
- Assigning of the project manager.

Project planning
- Definition of the work requirements.
- Definition of the quality and quantity of work.
- Definition of the resources needed.
- Scheduling the activities.
- Evaluation of the various risks.

Project execution
- Negotiating for the project team members.
- Directing and managing the work.
- Working with the team members to help them improve.

Project monitoring and control

- Tracking progress.
- Comparing actual outcome to predicted outcome.
- Analysing variances and impacts.
- Making adjustments.

Project closure
- Verifying that all of the work has been accomplished.
- Contractual closure of the contract.
- Financial closure of the charge numbers.
- Administrative closure of the paperwork.
▪ Successful project management can then be defined as having achieved
the project objectives:

- Within time.
- Within cost.
- At the desired performance/technology level.

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 - While utilizing the assigned resources effectively and efficiently.
- Accepted by the customer.

Project Stakeholders
Stakeholder is defined as “a person or group of people who have a vested interest
in the success of an organization and the environment in which the organization
operates”.

In general, there is two types of stakeholders within a project, including:

Figure 2: Classification of Stakeholders

1. Internal Stakeholders

Internal stakeholders are within the organization. The project directly impacts them
as they serve and are employed by the organization managing it. Internal stakeholders
can include employees, owners, the board of directors, project managers, investors and
more.

1. Investors: These are stakeholders looking for a financial return and can be
shareholders and debtholders. They have invested capital in the business and
want a return on that investment.
2. Project manager: From the initiation to closing, a project manager is the
most critical stakeholder throughout all the project phases as they are the
project's leaders.

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 3. Team members: Team members are equal, if not more, critical stakeholders
for the project's success. They are ultimately responsible for the execution
and outcome and can significantly impact project success.
4. Company owners: They may have ultimate control over project resources,
budgets, and outcomes.
5. Consultants: Consultants are typically process or domain experts. They can
influence project execution and success through their advice.

2. External Stakeholders

External stakeholders are those who are outside of the organization and are
indirectly impacted by the project. They’re influenced by the organization’s work but
are not employees of the organization. These people can be suppliers, customers,
creditors, clients, intermediaries, competitors, society, government and more.

1. Customers: These stakeholders want the product or service that the project
delivers and they expect it to be of quality and contain value.
2. Communities: These stakeholders don’t want the project to negatively
impact their health, safety or economic development. The organizations that
are housed in their communities or working on projects in their communities
can impact job creation, spending and more.
3. Government: These stakeholders get taxes and gross domestic product
from a project. They are major stakeholders as they collect taxes from both
the company on a corporate level and individually from those it employs.

4. Competitors: What competitors do may impact your project execution and

outcome. This impact is especially true if the project involves launching a
new feature or service into the market.
5. Suppliers: Suppliers also influence resource availability. In addition, they
may also be concerned about the project outcome and opportunities for them
as a result. For example, a successful project may mean more orders to
particular suppliers in the future.
6. End user: The end users are critical stakeholders, as the outcome of your
project will most impact them.

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