In the 1950s, organizations started to systematically apply project-management tools and techniques to complex engineering projects. Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example, Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834), and Isambard Kingdom Brunel (1806–1859). In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. Ill-defined or too tightly prescribed project management objectives are detrimental to decision-making.Ī project is a temporary and unique endeavor designed to produce a product, service, or result with a defined beginning and end (usually time-constrained, and often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.
Once the client's objectives are clearly established, they should influence all decisions made by other people involved in the project – for example, project managers, designers, contractors, and subcontractors. In many cases, the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. The objective of project management is to produce a complete project which complies with the client's objectives. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The primary constraints are scope, time, and budget. This information is usually described in project documentation, created at the beginning of the development process. Project management is the process of leading the work of a team to achieve all project goals within the given constraints.
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