It Project Management vs Construction Project Management
EXECUTIVE SUMMARY
This document serves the purpose of critically analysing the differences that exist between managing construction projects and I.T Projects
INTRODUCTION
Over the past few years, project managers and Project management has shown tremendous growth. Project management has evolved over the past several years from an activity in an organization to a discipline in its own right. Many professional bodies exist today to represent project management as a discipline, Some of which include, PMI, Prince2 Foundation, PM Bok.
According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), - Third Edition,
“Project management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to meet the requirements of a particular project. Project management is comprised of five Project Management Process Groups – Initiating Processes, Planning Processes, Executing Processes, Monitoring and Controlling Processes, and Closing Processes – as well as nine Knowledge Areas. These nine Knowledge Areas center on management expertise in Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resources Management, Project Communications Management, Project Risk Management and Project Procurement Management.”
According to the Prince 2 Project Management Methodology, project management is “The planning, monitoring and control of all aspects of the project and the motivation of all those involved in to achieve the project objectives on time and to the specified cost, quality and performance”
Although these two definitions provide a truly generic approach to any project orientated task. However across a multitude of industries, the discipline of project management or the managing of projects differ. More specifically the differences that exist between Information Technology
This document serves the purpose of critically analysing the differences that exist between managing construction projects and I.T Projects
INTRODUCTION
Over the past few years, project managers and Project management has shown tremendous growth. Project management has evolved over the past several years from an activity in an organization to a discipline in its own right. Many professional bodies exist today to represent project management as a discipline, Some of which include, PMI, Prince2 Foundation, PM Bok.
According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), - Third Edition,
“Project management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to meet the requirements of a particular project. Project management is comprised of five Project Management Process Groups – Initiating Processes, Planning Processes, Executing Processes, Monitoring and Controlling Processes, and Closing Processes – as well as nine Knowledge Areas. These nine Knowledge Areas center on management expertise in Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resources Management, Project Communications Management, Project Risk Management and Project Procurement Management.”
According to the Prince 2 Project Management Methodology, project management is “The planning, monitoring and control of all aspects of the project and the motivation of all those involved in to achieve the project objectives on time and to the specified cost, quality and performance”
Although these two definitions provide a truly generic approach to any project orientated task. However across a multitude of industries, the discipline of project management or the managing of projects differ. More specifically the differences that exist between Information Technology
Bibliography: 1. Project Management Institute (2006) [On-Line] 2. Project management Body of Knowledge (2007) [On-Line] 3. Project management Body of Knowledge (2007) [On-Line] 5. Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -Third Edition Project Management Institute, 2004. 6. Applebaum, H.A. (1982) Construction Management: Traditional versus Bureaucratic Methods. Anthropological Quarterly, vol. 55, no. 4: 224-234. 7. Friedrich, D.R., Daly, J.P. & Dick, W.G. (1987) Revisions, Repairs, and Rework on Large Projects. Journal of Construction Engineering and Management, Vol. 113, No.3, pp 8. Howell, Greg and Koskela, Lauri. (2000) Reforming project management: the role of lean construction. Paper presented at the Eighth Annual Conference of the International Group for Lean Construction (IGLC-8), 17-19 July 2000, Brighton. 9. Laufer, Alexander (1997) Simultaneous Management: Managing Projects in a Dynamic Environment. Amacom, New York. 313 p 10 Laufer, Alexander & Howell, Gregory A