1950s 1970s 1960s 1980s 1990s Elemental Projects 2016 The University of Sydney

1950s 1970s 1960s 1980s 1990s elemental projects 2016

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1950s 1970s 1960s 1980s 1990s © Elemental Projects 2016 The University of Sydney Page 18 ? 1950s: PM emerges as a distinct discipline in construction/ engineering industries. Some fundamental techniques are developed including the Work Breakdown Structure (WBS), Critical Path Method and PERT. Evolution of PM 1970s: PM migrates into many other industries including IT, manufacturing, etc.. PM software is developed but with limited use. AIPM formed in 1976. Pre 1950: No such thing as a “Project Manager”. The role is embedded in other professions (e.g. part of the architect or engineer’s role). Gantt Chart developed in 1910. 196Os: Start of the professionalisation of PM. IPMA founded in Europe (1967) and PMI in USA (1969). PM migrates into defence and aerospace industries. Pre- 1950 1950s 1960s 1970s 1980s 1990s 2000- today © Elemental Projects 2016
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PMGT5871 Project Process Planning & Control Topic 1 Week 1 10 The University of Sydney Page 19 Pre- 1950 1950s 1960s 1970s 1980s 1990s 2000- today Evolution of PM 1980s: PMBoK Guide is published and the PMI launches its certification program – the Project Management Professional (PMP). Expansion of personal computers facilitates wider application of PM software. OGC develops PRINCE. 1990s: PM is in use in virtually every industry. Becomes preferred method for implementing organisational strategy and managing change (soft projects). PRINCE2 released. In Australia, the National Competency Standards for PM are developed and nationally recognised qualifications are launched. 2000-today: Further development, refinement and expansion of tools, techniques, methodologies. Qualifications for portfolio and program management developed. © Elemental Projects 2016 The University of Sydney Page 20 Project Management today High demand for PM qualifications and certifications across industry E.g. The number of people with PMP certification grew from 27,000 in 2000; to 658,523 in 2015 () 51 million people around the globe manage projects (PMI) 30% of the global economy is project based (Turner, 2009) Leaders must have both “Management” and “Project Management” skills What’s driving this growth? © Elemental Projects 2016
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PMGT5871 Project Process Planning & Control Topic 1 Week 1 11 The University of Sydney Page 21 What’s wrong with ad-hoc management? An Australian study of PM across industry showed that: 80% of projects failed to achieve their planned benefits 30% were cut before they finished (outright failures) On average, the projects that were finished: o Cost nearly three times their original budget (189% more) o Took more than three times longer than originally estimated (222% later) o Delivered only 60% of the original scope Failure was found to correlate with: Lack of project management practice (ad-hoc management) Management failure, not technical failure Higher degrees of project complexity and novelty Source: Standish Group, CHAOS Report, 1995 © Elemental Projects 2016 The University of Sydney Page 22 More recent studies reveal a similar story… Business Change initiatives
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