TAILIEUCHUNG - First Principles of Project Management By R. Max Wideman

A project has discrete steps budgeted into time, and it is in finite steps that project management can go awry. Someone who has never run the kind of project being detailed is likely to assign steps and values that are unrealistic. Therefore, project management is best done by someone who has completed a similar project before and knows the steps that go into it. Like many management principles, project management isn’t new. Henry Laurence Gantt, a mechanical engineer and disciple of scientific management first published the Gantt chart in 1910. The Gantt chart has been. | Page 1 First Principles of Project Management By R. Max Wideman Revision 16 00-11-03 Principles that are established should be viewed as flexible capable of adaptation to every need. It is the manager s job to know how to make use of them which is a difficult art requiring intelligence experience decisiveness and most important a sense of proportion. Henri Fayol General Industrial Management Earlier versions of this paper have generated some vigorous discussion. The paper sets out a philosophical discussion of the fundamentals of project management and this revision responds to some of the latest issues raised. Introduction Project management is a composite activity with multiple dimensions. Depending on the type and class of project this management activity can be very complex not least because the typical project environment echoes the fractal form of the common garden snail s shell. That is to say the same approach can be applied at every level of the management hierarchy and only the size and branch of the activity changes. For example on a very large project it may well be subdivided into sub-projects each of which is managed as a project in its own right. Strictly speaking such a large project should be referred to as a program but the analogy is not limited to large projects. The pieces of any sized project that are parceled out to otherwise independent operators can be considered from their point of view as a project which they own and manage. Similarly the principles of project management can be applied to any level or branch of a project that falls under a different area of responsibility in the overall project organization. Under these circumstances it is not too difficult to see that the problem of different agendas can arise and the overall goals of the project can become obscured as a result. We should also be clear on what we mean by project management not in terms of the traditional definitions but in terms of the scope of this management activity.

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