Project management

A Brief History of Project Management | Project Smart By Duncan Haughey, PMP | 2 Jan 2010 | updated 21 Apr 2013 In this history of project management, I chart all the major developments and events in the discipline as far back as there are records. Although there has been some form of project management since early civilisation, project management in the modern sense began in the 1950s. 2570 BC: The Great Pyramid of Giza Completed The Pharaohs built the pyramids and today archaeologists still argue about how they achieved this feat. 208 BC: Construction of the Great Wall of China Later still, another of the Seven Wonders of the World was built. 1917: The Gantt chart Developed by Henry Gantt (1861-1919) One of the forefathers of project management, Henry Gantt is best-known for creating his self-named scheduling diagram, the Gantt chart. 1956: The American Association of Cost Engineers (now AACE International) Formed 1957: The Critical Path Method (CPM) Invented by the Dupont Corporation 1975: PROMPTII Method Created by Simpact Systems Limited

Project In contemporary business and science a project is defined as a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim.[1] Overview[edit] The word project comes from the Latin word projectum from the Latin verb proicere, "before an action" which in turn comes from pro-, which denotes precedence, something that comes before something else in time (paralleling the Greek πρό) and iacere, "to do". The word "project" thus actually originally meant "before an action". When the English language initially adopted the word, it referred to a plan of something, not to the act of actually carrying this plan out. Specific uses[edit] School and university[edit] At school, educational institute and university, a project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. Engineering project[edit] Project management[edit] See also[edit]

10 Principles of Good Project Management 11 Apr2010 Having managed IT projects for over 10 years, I have relied on the PMBOK as a guide for many of my projects. But experience has taught me to go beyond the manual. Here are 10 principles of project management that are crucial to achieving your goals. 1. Any initiative to develop a new technical product is based on an external business need. 2. Get involved early in project inception. 3. While I agree that too much planning can be a negative aspect, too often I have seen the "Let's just do it attitude", this always leads to unclear goals and projects that run into problems in all key areas. 4. While I encourage open communication among all the staff members, in the end anything that could have an impact on the project, any item that is considered a formal decision must be written down and put in the appropriate place. 5. When people know they can approach you without reprisal, they will bring up any issues as soon as they are spotted, thus avoiding costly problems later. 6. 7.

Timeline of project management Timeline of project management - there is a general understanding that the history of modern project management started around 1950. Until 1900, projects were generally managed by creative architects and engineers themselves, among those, for example, Christopher Wren, Thomas Telford and Isambard Kingdom Brunel.[1] Early civilizations[edit] 2570 BC Great pyramid of Giza completed. 15th - 19th century[edit] Christopher Wren (1632–1723) was a 17th-century English designer, astronomer, geometer, mathematician-physicist and one of the greatest English architects in history. 20th century[edit] 1910s The Gantt chart developed by Henry Laurence Gantt (1861–1919) 1950s 1950s The Critical path method (CPM) invented1950s The US DoD used modern project management techniques in their Polaris project.[2]1956 The American Association of Cost Engineers (now AACE International) formed1958 The Program Evaluation and Review Technique (PERT) method invented 1960s 1970s 1980s 1990s 21st century[edit] See also[edit]

Project management triangle The Project Management Triangle The Project Management Triangle (called also Triple Constraint or the Iron Triangle) is a model of the constraints of project management. It is a graphic aid where the three attributes show on the corners of the triangle to show opposition. Overview[edit] The time constraint refers to the amount of time available to complete a project. The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints. Another approach to project management is to consider the three constraints as finance, time and human resources. James P. The real value of the project triangle is to show the complexity that is present in any project. Example[edit] You are given the options of Fast, Good and Cheap, and told to pick any two. Project management triangle topics[edit] Time[edit] Define Activities[edit] Activity sequencing[edit] Activity resource estimating[edit]

Comparing Agile Project Management and the Traditional Waterfall Method Agile, in product development terms, is a description for project management methods that focus on people, communications, the product, and flexibility. The Agile development tool uses a variety of methods unique to Agile that combine to produce an efficient software development process. Using an agile development model, you still do the same type of work as you would using a traditional waterfall model: You create requirements and designs, you develop your product, and you integrate your product with other products as necessary. You test the product, fix any problems, and deploy it for use. However, instead of tackling all the steps for all of your product features at once, you break the project into iterations (smaller segments of the overall project), called sprints. In the phases of a traditional waterfall development arc, you move to the next phase only when the previous one is complete. Empirical control requires

The Ur and Harran Latitudes, and Göbekli Tepe NEWS: "... latitude at Harran equals 3/4 atan and at Ur 3/5 atan ..." 2008.04.25 - When is a "moon temple" an observatory? Recent press reports called my attention to Göbekli Tepe in Turkey (Göbekli Tepe - An Introduction). A flurry of news and media has followed the Jan. 18 Göbekli Tepe article in Science, 319:5861. Location = 37.224 N., 38.922 E. Since 1994, archaeologist Klaus Schmidt has excavated at the Göbekli Tepe stone circles, circles 7,000 years older than Stonehenge. None of us, not even archaeos, needs an excuse for being unfamiliar with such early Neolithic megalithic monuments; their existence is still big news. Harran is renowned as a Sabaean center associated with a moon "temple" and as an earlier Sumerian center. At this point the Old World had captured my attention once again, distracting from great pueblo geometry near the same latitude. Summarizing, colatitude at Harran equals 4/3 atan and at Ur 5/3 atan. Mesopotamia Placemarks KML text file.

Scope (project management) In project management, the term scope has two distinct uses- Project Scope and Product Scope. Scope involves getting information required to start a project, and the features the product would have that would meet its stakeholders requirements. Project Scope "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Product Scope "The features and functions that characterize a product, service, or result Notice that Project Scope is more work-oriented, (the hows,) while Product Scope is more oriented toward functional requirements. If requirements are not completely defined and described and if there is no effective change control in a project, scope or requirement creep may ensue. Scope creep management is important for effective project management. Business scope creep occurs when decisions that are made with reference to a project are designed to solve or meet the requirements and needs of the business.

Göbekli Tepe: 12,000 Years Old Temple The site is currently undergoing excavation by German and Turkish archaeologists. II. Dating the temple Circles of limestone columns weighing from 7 to 15 tons or more have been excavated in Göbekli Tepe, Turkey, about 6 miles northeast of Urfa. If you want to know a lot about the pyramids of Giza, please follow THIS link. III. Forty standing T-shaped columns have been uncovered so far, grouped in four circles of 98 feet (30 meters) in diameter. The temple is composed of repeating circles and this is the first thing that caught my eye! Above: Graphic reconstruction of the Göbekli Tepe circular arrangement;Bellow: Google Earth pictures of the 200,000 years old African Metropolis;Red: showing groups of circular buildings of 3 and more ;Blue: showing groups of 3, 2 and single individual buildings;Orange: showing groups of larger circular buildings that are connected; Above: Stacked rocks forming walls - African Metropolis; Bellow: Stacked rocks forming walls - Göbekli Tepe; IV. 1. 2. 4. V.

Scope statement Scope statements may take many forms depending on the type of project being implemented and the nature of the organization. The scope statement details the project deliverables and describes the major objectives. The objectives should include measurable success criteria for the project. A scope statement should be written before the statement of work and it should capture, in very broad terms, the product of the project, for example, "developing a software based system to capture and track orders for software." As a baseline scope statements should contain: In more project oriented organizations the scope statement may also contain these and other sections: Project scope management planApproved change requestsProject assumptions and risksProject acceptance criteriaJump up ^ Nielsen, David How to Write the Project Statement of Work (SOW) – Retrieved March 22, 2010

Göbekli Tepe By Charles C. Mann Photograph by Vincent J. Every now and then the dawn of civilization is reenacted on a remote hilltop in southern Turkey. The reenactors are busloads of tourists—usually Turkish, sometimes European. Before them are dozens of massive stone pillars arranged into a set of rings, one mashed up against the next. At the time of Göbekli Tepe's construction much of the human race lived in small nomadic bands that survived by foraging for plants and hunting wild animals. Archaeologists are still excavating Göbekli Tepe and debating its meaning. At first the Neolithic Revolution was viewed as a single event—a sudden flash of genius—that occurred in a single location, Mesopotamia, between the Tigris and Euphrates Rivers in what is now southern Iraq, then spread to India, Europe, and beyond. After a moment of stunned quiet, tourists at the site busily snap pictures with cameras and cell phones. Inches below the surface the team struck an elaborately fashioned stone.

Productivity Increasing national productivity can raise living standards because more real income improves people's ability to purchase goods and services, enjoy leisure, improve housing and education and contribute to social and environmental programs. Productivity growth also helps businesses to be more profitable.[1] Characteristics of production[edit] Economic well-being is created in a production process, meaning all economic activities that aim directly or indirectly to satisfy human needs. The degree to which the needs are satisfied is often accepted as a measure of economic well-being. The satisfaction of needs originates from the use of the commodities which are produced. Economic well-being also increases due to the growth of incomes that are gained from the growing and more efficient production. Main processes of a producing company[edit] Main processes of a producing company (Saari 2006,3) real process.income distribution processproduction process.monetary process.market value process.

How and why was Stonehenge built? MOVING THE STONES click photo for enlargement The fact that Stonehenge was not built overnight does not in any way diminish the scale of the undertaking. But how could this have been achieved by a Neolithic society? The technology was staggering. STONEHENGE FORETOLD THE SEASONS click photo for enlargement As to the purpose of Stonehenge, again we can only surmise. STONEHENGE FORETOLD THE TIME click photo for enlargement To validate this, we must look at the society of the time. → Bradshaw Foundation