Global Project Management

Standards and Practices

Developments in Global Project Management
 Unit 1-Evolution of Global Project
Management Standards and Practices
• PMI, PRINCE2, APM

Unit 2-Project Governance, Program and

Course Plan Portfolio Management
• OPM3, P3M3, Stakeholder Management

Unit 3-Advanced Project Management

Methodologies
• CCPM, Agile, SCRUM, LoB
Why Projects?
Projects, Programs and Portfolios
• A project is a temporary endeavour undertaken
to create a unique product, service, or result.

• A program is a group of related projects,

subsidiary programs, and program activities that
are managed in a coordinated manner to obtain
benefits not available from managing them
individually.

• A portfolio is a collection of projects, programs,

subsidiary portfolios, and operations managed
as a group to achieve strategic objectives.
Evolution of Project Management: Stage 1 (Prior to 1958)
•Manhattan Project: An iconic and successful
project, it required a sprawling, multifaceted
approach but was nevertheless vital. Project
leadership had a purely administrative role,
separate from any engineering or research duties.
•Polaris Project: The first submarine-launched
nuclear missiles were developed by the Navy
Special Projects Office early in the Cold War. On
this project, tools like PERT analysis were
developed by project managers to help manage
schedules.
•Interstate Highway System: Construction of the
highway system was one of many capital projects,
in the USA and elsewhere, that were begun around
this time. Adequate project progress required work
to happen in many places at once, requiring tight
organization.
Evolution of Project Management: Stage 2 (1958 to 1979)
• Space Program and Apollo: Including
some of the most significant projects in
history, the space program relied heavily
on project scheduling models and other
project planning tools. Refinements on
CPM, PERT, and the WBS were all used.

• ARPANET: First coming online in 1971,

this network linking various learning
and research institutions would form the
basis of the modern Internet. Without
specific project leaders, it was a
collaborative effort.
Evolution of Project Management: Stage 3 (1980 to 1994)
• English-France Channel Tunnel: The Channel
project was complex not only because of its
international nature, requiring coordination of
governments, financial institutions, and more. It
also was complicated by multiple measuring
systems, as well as the need to have two groups
digging from opposite sides meet in the
middle.

• Challenger Investigation: A project in itself,

the aftermath of the Challenger disaster was
primarily an investigation of another project’s
failure. A focus on managing risk and quality
assurance followed.
Evolution of Project Management: Stage 4 (1995 to Present)
• Y2K: As the year 2000 approached, it was realized fundamental
software architecture wouldn’t be able to process dates starting
with a two. Rather than a single project, Y2K was a tremendous
number of parallel software projects around the world that often
required coordination, sharing talent and resources.

• Panama Canal Expansion: As global trade increased, the Panama

went from a vital passage to a chokepoint causing innumerable
delays. The series of complex projects to widen and expand the
canal, while simultaneously keeping it open to traffic, experienced
delays and hiccups. Eventually costing over 5 billion dollars, it was
finished over a year late.

• Large Hadron Collider: With a project lifecycle extending over half

a century, LHC construction faced a number of challenges. Funding
came from multiple governments. Gathering project requirements
involved ongoing research.
The Future of Project Management
• Digitization
– The transition from a paper-based society to a digital one is going to
continue. While that makes tremendous amounts of potentially useful
information available, picking out only the useful bits can be very
difficult. Storing and accessing all that information also becomes a
challenge a successful project must address.
– Cloud storage allows for easily scalable IT infrastructure. Machine
learning tools help manage that information, while modeling by artificial
intelligence may aid in decision making.
• Employment
– Not only is the project manager’s role evolving, but the job of the
project team is changing as well. AI, robotics, 3D printing, and other
technological advances could perform a lot of repetitive, low-level tasks.
Ideally, that would free people up to focus on the more creative aspects.
– Additionally, work will become increasingly transnational. People in
geographically distant locations can collaborate meaningfully in real-
time. Management practices will have to take those changes into
account. At the same time, local issues will always have an influence.
• Better Data Analysis
– Digitizing information means it can be analyzed and assessed easily
using powerful computer tools. Study and statistics will reveal in more
detail the factors that lead to projects failing and those that ensure
project success.
– Data analysis may also reveal ways to reduce project costs and more
efficiently manage project activities. Doing so in earlier project
management phases can help avoid problems later.
The Project Lifecycle (Generic)
Project Phases & Efforts

Pinto (2015) Larson & Gray (2017)

The Project Management Orchestra

• Resources and environment (organizational commitment)

• A common communications language;
• Teamwork;
• A plan (cycle);
• Guidelines, rules, and techniques.
The PM Process Groups
Process Group Interactions
PM Process Outcomes
PM Knowledge Areas
Project Integration Project Scope Project Schedule
Management Management Management

Project Cost Project Quality Project Resource

Management Management Management

Project Project
Project Risk
Communication Procurement
Management
Management Management

Project Health,
Project
Safety and Project Financial
Stakeholder
Environment Management
Management
Management
The PMI Planning Modules
The Macro-view of Project Management
Project Scheduling and Planning Tools
Project Data Analytics
The Socio-Technical Aspect of Projects
Professional Competency Standards for PM
Principles of Project Management (PMBoK 7 )
th
References
• The History of Project Management - And How Did It Begin?
• How Has Project Management Evolved Over Time? [Explained] (teamly.com)
• Morris, Peter W. G., 'A Brief History of Project Management', in Peter W. G. Morris, Jeff Pinto, and Jonas Söderlund (eds), The
Oxford Handbook of Project Management (2011; online edn, Oxford Academic, 2 May
2011), https://doi.org/10.1093/oxfordhb/9780199563142.003.0002, accessed 12 Dec. 2023.
• Evolution of Project Management as a Scientific Discipline – ScienceDirect
• ProjectManagement.com - The Entropy at the Heart of Project Management
• History of project management - Microsoft Support
 Thank you!
Contact:
Aritra Halder
+91-8504017164
ahalder@nicmar.ac.in
Cabin 6, Old Faculty Block, Ground Floor, School of
Construction