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Project Management Is Not New

Project management has been used for hundreds of years to complete large projects such as the pyramids of Giza, the Olympic games, and the moon landing. In the mid-20th century, project managers sought to establish project management as a recognized profession by defining a project management body of knowledge (PMBOK) to standardize practices. The Project Management Institute developed the PMBOK Guide as a foundation for the knowledge needed to practice project management, though individual organizations can build upon this with their own methodologies, policies, and procedures.

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166 views2 pages

Project Management Is Not New

Project management has been used for hundreds of years to complete large projects such as the pyramids of Giza, the Olympic games, and the moon landing. In the mid-20th century, project managers sought to establish project management as a recognized profession by defining a project management body of knowledge (PMBOK) to standardize practices. The Project Management Institute developed the PMBOK Guide as a foundation for the knowledge needed to practice project management, though individual organizations can build upon this with their own methodologies, policies, and procedures.

Uploaded by

Queen Valle
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Project management 

is not new. It has been in use for hundreds of years.


Examples of project outcomes include:
 Pyramids of Giza,
 Olympic games,
 Great Wall of China,
 Taj Mahal,
 Publication of a children's book,
 Panama Canal,
 Development of commercial jet airplanes,
 Polio vaccine,
 Human beings landing on the moon,
 Commercial software applications,
 Portable devices to use the global positioning system (GPS), and Placement
of the International Space Station into Earth's orbit.

The outcomes of these projects were the result of leaders and managers
applying project management practices, principles, processes, tools, and
techniques to their work. The managers of these projects used a set of key skills
and applied knowledge to satisfy their customers and other people involved in and
affected by the project.
By the mid-20th century, project managers began the work of seeking
recognition for project management as a profession. One aspect of this work
involved obtaining agreement on the content of the body of
knowledge (BOK) called Project Management. This BOK became known as the
Project Management Body of Knowledge (PMBOK). The Project Management
Institute (PMI) produced a baseline of charts and glossaries for the PMBOK.
Project managers soon realized that no single book could contain the entire
PMBOK. Therefore, PMI developed and published A Guide to the Project
Management Body of Knowledge (PMBOKGuide).
PMI - defines the project management body of knowledge (PMBOK) as a
term that describes the knowledge within the profession of project
management. The project management body of knowledge includes proven
traditional practices that are widely applied as well as innovative practices
that are emerging in the profession.
The body of knowledge (BOK) includes both published and unpublished
materials. This body of knowledge is constantly evolving. This PMBOK
Guide identifies a subset of the project management body of knowledge that is
generally recognized as good practice.
 Generally recognized means the knowledge and practices described are
applicable to most projects most of the time, and there is consensus about
their value and usefulness.
 Good practice means there is general agreement that the application of the
knowledge, skills, tools, and techniques to project management processes
can enhance the chance of success over many projects in delivering the
expected business values and results.
The project manager works with the project team and other stakeholders to
determine and use the appropriate generally recognized good practices for each
project. Determining the appropriate combination of processes, inputs, tools,
techniques, outputs and life cycle phases to manage a project is referred to as
“tailoring” the application of the knowledge described in this guide.
 
This PMBOK Guide is different from a methodology. A methodology is a
system of practices, techniques, procedures, and rules used by those who work in a
discipline. This PMBOK Guide is a foundation upon which organizations can build
methodologies, policies, procedures, rules, tools and techniques, and life cycle
phases needed to practice project management.

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