Aaron J. Shenhar, Professor of Technology
Management, James J. Renier Visiting Chair, Center for the Development
of Technological Leadership, University of Minnesota, MN and R. Max Wideman
This paper is the first of a series of six papers describing the search for
a best practices linkage from project classification through management style
to project success. It represent part of the research conducted between 1992
and 1998. This paper was presented to an INFORMS Conference in Washington, DC,
in May, 1996, and briefly reviews the genesis of modern project management and
its scope in today's business and technical environment.
Published here December, 2001.
Project management is not new, although our understanding of it, and its application
to a much broader range of project types may be. In fact the seeds of project
management theory and practice were sown over a thousand year ago. Two simple
philosophies state that success depends on preparation, and preparation must
address the issues of doing the right thing, while the focus of the subsequent
production is on doing the things right.
However, project management is more than just planning and doing. Modern project
management encompasses managing as many as five primary areas including: the
project's external and internal environments; its life cycle; integration/interfacing/configuration
through reliable information; control processes; and success through effective
Projects may be classified according to a two-dimensional typology of three
levels of program/project scope versus four general levels of technology content.
It is suggested that this form of classification provides broad guidance to the
relative and respective levels of project process management and project technical
management required for the project
FICE, FEIC, FCSCE, FPMI
© 1996, 2001