1 Project

 

1.1 History

The word project, main characteristics, examples, project and process

rhistory

The word project comes from the Latin: pro, which means “forward” and jacere, which means “to throw”

Succeeding in a project means accomplishing a dream

Every project is based on an expressed need and a team that provides an original solution.

The most marvelous projects date back to the dawn of time, such as the Great Wall of China, the pyramids of Giza, the city of Petra, the Colosseum, the Taj Mahal and the Eiffel Tower.

One of the essential concepts of work organization began in the 15th century with the interchangeability of parts, created by Johannes Gutenberg.

The genius of the Renaissance, Leonardo da Vinci, conceived and developed countless projects centuries ahead of his time.

In the 17th century, Jean-Baptiste Colbert desired and established quality regulations in manufacturing and commerce.

Adam Smith, in the 18th century, advocated the division of labor as a source of wealth and the market as a regulator of economic life.

Closer to modern times at the end of the 19th century, Frederick Taylor carried out detailed analyses of work (scientific organization of work).

Taylor's associate, Henry Gantt, is known for his (Gantt) chart used since the beginning of the 20th century.

In 1916, Henri Fayol published his famous text “Industrial and general administration” in which the five main functions of the industrial management of the company are listed: predict, organize, command, coordinate and control (POCCC).

In 1965, the International Project Management Association (IPMA) was created.

In 1969, the Project Management Institute (PMI) was created. The first edition of the PMBOK (Project Management Body Of Knowledge) - body of knowledge in project management dates back to 1987.

In 1989, the British government developed the PRINCE2 (Project In Controlled Environment) method.

In 2012, the ISO (International Organization for Standardization) published the ISO 21500 standard (Guidelines on project management).

In 2020, a new version was published under the title ISO 21502 (2020) Project, program and portfolio management — Guidance on project management.

The ISO 21502 (2020) standard differs from ISO 21500 (2012) by the format (from the process approachmanagement by the processes to better satisfy customers, improve the effectiveness of all processes and increase global efficiency (see also ISO 9004, Annexe B.5) to the practices approach) and modifications relating to the addition of:

Any activity and practice can be represented by a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) and vice versa; they are synonyms.

A project has three main characteristics:

Deliverable (expected result): any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase or project (PMBOK)

Any project includes the control of:

The projects are countless. Some examples of generic projects:

Table 1-1 shows differences and common points between a project and a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1).

Table 1-1. Project and process
 

A project A process Common point
is unique, new, responsive, exceptional is repetitive, under control added value
has a start date and an end date regularly starts and finishes steps
has a temporary structure has a stable structure a structure
involves inevitable changes avoids changes changes
aims to obtain a specific result only once aims to always obtain the same result a result
includes an unknown risk, often high includes an identified risk, often low a risk
requires a significant investment generates a profit money
requires a multidisciplinary team requires a competent team a team
requires significant preparation (planning) requires continual preparation, it is routine preparation
establishes a set of specific documents uses validated documents documents

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1.2 Scope

Project scope, performance, certificates

scope

The more precise the scope, the fewer problems will have to be solved later

Scope: description of what must be done to obtain the expected results

The scope (perimeter, content) of a project, cf. annex 01, often includes:  

The ISO 215002 standard provides recommendations only on project management. For recommendations on program and portfolio management, please consult the ISO 21503 and ISO 21504 standards.

The performance of a project, shown in figure 1-1, can be represented by a triangle and its three objectives (quality, costs, deadlines), which can also be considered as constraints.

1-1 
Figure 1-1. The performance of a project

When you are asked to choose two of the three objectives of the project, “good, fast or cheap”, know that this is a tricky question! Any priority given to two of the objectives will be to the detriment of the third and this is often a bad omen.

Anyone with skills and some experience can earn a certificate in project management. The most popular are:

Project management is used in many areas such as:

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1.3 Benefits

Project benefits, root causes of failures, exuses

benefits

There is no project without risk, but, for a company, the greatest risk is not having a project

Expected benefits of exemplary project management:

Managing a project means avoiding making mistakes

But a project can be poorly or even very poorly managed, cf. annex 02. record

According to studies by the Standish Group, the abandonment rate of a project is closely linked to its efficiency rate as shown in figure 1-2.

1-2 
Figure 1-2. Efficiency and abandonment

point Examples of root causes of failures:

Who apologizes accuses himself

Common excuses for failure:

According to some studies, nearly 30% of projects are doomed to failure and more than 50% of projects exceed their initial budget.

Project science consists of preventing difficulties in execution. Luc de Vauvenargues

A list of project management successes and failures can be found in annex 03. record

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