Project management is the discipline of initiating, planning, executing, controlling, and closing the work of role of stakeholders in a construction project pdf team to achieve specific goals and meet specific success criteria at the specified time. In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies.
The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget.
The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The object of project management is to produce a complete project which complies with the client’s objectives. In many cases the object of project management is also to shape or reform the client’s brief in order to feasibly be able to address the client’s objectives. Once the client’s objectives are clearly established they should impact on all decisions made by other people involved in the project-project managers, designers, contractors, sub-contractors, etc.
If the project management objectives are ill-defined or too tightly prescribed it will have a detrimental effect on decision making. In the 1950s organizations started to systematically apply project-management tools and techniques to complex engineering projects.
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity. Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management. Both Gantt and Fayol were students of Frederick Winslow Taylor’s theories of scientific management.