Professional Documents
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Peter Morris
Fig. 1. Apollo 11 astronaut Buzz Aldrin photographed on the moon by Neil Armstrong on 20 July
1969a giant leap for project management (courtesy of NASA)
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Stage gate
review point
Concept
Stage gate
review point
Feasibility
Stage gate
review point
Definition
Stage gate
review point
Operation
and review
Execution
Fig. 2. Projects are distinguished from other activities by having a distinct life cycle
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project management, at anything other than the basic level, might have to deal with
an enormously broad range of issues
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Bodies of knowledge
The US Project Management Institutes
Project Management Body of Knowledge6
(PMBOK) (Fig. 3)seen by many as
one of the most authoritative guides to
what a project manager should know
identifies nine knowledge areas
integration
scope
time
cost
risk
Stage gate
review point
Project integration
management
project plan development
project plan execution
overall change control
Project scope
management
initiation
scope planning
scope definition
scope verification
scope change control
Project time
management
activity definition
activity sequencing
activity duration estimating
schedule development
schedule control
Project cost
management
resource management
cost estimating
cost budgeting
cost control
Project quality
management
quality management
quality assurance
quality control
Project communications
management
communications planning
information distribution
performance reporting
administrative closure
Project risk
management
risk identification
risk quantification
risk response development
risk response control
Project procurement
management
procurement planning
solicitation planning
solicitation
source selection
contract administration
contract close-out
Fig. 4. Nine major knowledge areas are identified by the US Project Management Institute
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quality
human resources
communication
procurement.
These align well with this view of project management as primarily execution
management (Fig. 4). However, deploying
these project management areas alone is
almost certainly no guarantee of ensuring
the accomplishment of the project on
time, in budget, to scope.
For example, research carried out at
Oxford and in the USA in the 1980s
showed that many of the factors that
cause projects not to meet their schedule
or cost targets are not covered by the
PMBOK type model.8 Among this data,
which showed the causes of why projects
fail to meet their baseline targets, are factors such as
or political difficulties
geotechnical problems
weather
labour problems.
1.0 General
1.1 Project management
1.2 Programme management
2.0 Strategic
2.1 Project success criteria
2.2 Strategy/project
management
2.3 Value management
2.4
2.5
2.6
2.7
Risk management
Quality management
Safety, health and environment
Ethics
3.0 Control
3.1 Work content and
scope management
3.2 Time scheduling/phasing
3.3 Resource management
3.4 Budgeting and
cost management
3.5 Change control
3.6 Performance management
3.7 Information management
4.0 Technical
4.1 Design, production and
hand-over
4.2 Requirements management
4.3 Technology management
4.4 Estimating
4.5 Value engineering
4.6 Modelling and testing
4.7 Configuration management
5.0 Commercial
5.1 Business case
5.2 Marketing and sales
5.3 Financial management
5.4 Procurement
5.5 Bidding
5.6 Contract management
5.7 Legal awareness
6.0 Organisational
6.1 Life cycle design
and management
6.1.1 Opportunity
6.1.2 Design and
development
6.1.3 Production
6.1.4 Hand-over
6.1.5 (Post) Project
evaluation review
[O&M/ILS]
6.6 Organisation stucture
6.7 Organisational roles
Opportunity
identification
Design and
development
Production
Hand-over
Concept/feasibility/
marketing bid
Design, modelling
and procurement
Make, build
and test
Test, commission,
startup
7.0 People
7.1 Communication
7.2 Teamwork
7.3 Leadership
7.4 Decision making
7.5 Negotiating and
influencing
7.6 Conflict management
7.7 Project management
competency
7.8 Personnel management
Post-project
evaluation
Operation and maintenance/
integrated logistics,
Project reviews/learning
from experience
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APM BOK
1. General
Fig. 7. Professional engineers need to understand hard sciences, such as mathematics, as well as soft sciences, such as
economics, sociology, and management
mathematics
astronomy
physics
chemistry
the biological sciences
sociology.
technologycomputers, telecommunications
psychological toolspsychometrics,
team building
organisation theorythe contingency
theory of organisation structure being
correlated with its core tasks and its
environment, for example.
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personal mastery
mental models
building shared vision
team-based learning
systems thinking.
hypothesis development
action
reflection.
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Conclusion
Is there then a discipline of project
management? What part does knowledge
play in the discipline? Is there a theory?
There is a discipline in the sense that
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References
1. MORRIS P.W. G. The Management of
Projects.Thomas Telford, London,
1997.
2. SAYLES L. R. and Chandler M. K.
Managing large systems: organizations
for the future. Harper & Rowe, 1971.
3. KERZNER H. Project Management: A
Systems Approach to Planning,
Scheduling and Controlling.Van
Norstrand Rheinhold, 1997.
4. BRITISH STANDARDS INSTITUTE. A Guide
to Project Management. BSI, London,
1996, BS: 6079.
5. LOCKE D. The Gower Handbook of
Project Management. Gower, 2001.
6. PROJECT MANAGEMENT INSTITUTE. Guide
to the Project Management Body of
Knowledge. Project Management
Institute, 2000.
7. DRUCKER P. Management. Heinemann,
1974.
8. MORRIS P.W. G. and Hough G. H. The
Anatomy of Major Projects.Wiley, 1987.
9. DIXON M. (ed.) Project Management Body
of Knowledge, 4th edition.Association for
Project Management, 2000.
10. MORRIS P.W. G. Updating the Project
Management Bodies of Knowledge.
Project Management Journal, 2001, 32,
No. 3, Sept.
11. PAULK, M., CURTIS, B., CHRISSIS, M.,
WEBER, C. Capability Maturity Model for
Software (Version 1.1), CMU/SEI-93TR-024 ADA263403, Systems
Engineering Institute, Carnegie Mellon
University, 1993.
12. HARTMANN, F. R. Absolute performancea Maturity Model for
Projects, Project Management, 4, No.1,
1998.
13. GOBELI, D. AND LARSON, E.W. Relative
Effectiveness of Different Project
Structures, Project Management
Journal, 18, No. 2, pp. 8185, 1987.
14. MIGHT, R. J. AND FISCHER,W.A.The role
of structural factors in determining project management success, IEEE
Transactions on Engineering Management,
EM-32 (2) 1985, pp. 7177.
15. MORRIS P.W. G. Managing project
interfaceskey points for project
success. In Project Management
Handbook (Cleland D. I. and King W.
R. (eds)).Van Nostrand Reinhold,
1988, pp. 1655.
16. WALKER A. Project Management in
Construction. Granada, 1984
17. CHECKLAND P. Systems Thinking,
Systems Practice.Wiley, 1999.
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