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Discipline, Profession, and Growth of Project Management in an Organisation

In: Business and Management

Submitted By Deal05
Words 736
Pages 3
Projects have ‘being undertaken in a rudimentary form back beyond the Romans to early civilizations,’(Walker and Dart, 2011, p.4-16) from building the ‘Great Wall of China’, to ‘The Great Pyramid of Giza’ (Haughey, 2013) and notable architectural buildings that are still in existence today. Project management tools such as program evaluation review technique (PERT) and critical path method (CPM) came into effect between 1956 to 1958 (Azzopardi, 2015). It was not widely embraced until the 1960s in the USA when the project management theory gave birth to ‘modern project management’ (Azzopardi, 2015).
The concept project is defined as ‘a temporary endeavour undertaken to create a unique product, service, or result’ (PMI, 2008, p.5). Whilst project management is ‘the application of knowledge, skills, tools and techniques to project activities to meet the project requirement.’ (PMI, 2008, p.6). Unpacking both definitions, project management is deemed a powerful tool that gives an organisation the ability to assign its resources in a unique way through planning, implementing and controlling each deliverables to meet the projected outcome.
In today’s modern world, organisations have an invested interest in the practice of project management and the professional discipline. Historically, priest, architect, quantity surveyors and engineers as ‘“accidental” project managers’ (Walker and Dart, 2011, p.4-16) where given the role to deliver complex task without having the right tools or processes for the activities. Schӧn (1983) comments on the risk of having a professional from another discipline in the role of a project manager, he is of the opinion that project management is a professional discipline that requires practitioners being trained to uphold the ethics and code of conduct. Barnes (1988) states in support of this argument, ‘consider that project managers need to have...

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