Editing Project management (section)

==History==
Until 2001, [[civil engineering]] projects were generally managed by creative architects, engineers, and [[master builder (occupation)|master builder]]s themselves, for example, [[Vitruvius]] (first century BC), [[Christopher Wren]] (1632–1723), [[Thomas Telford]] (1757–1834), and [[Isambard Kingdom Brunel]] (1806–1859).<ref>{{cite book|isbn=9780566087721|edition=9|title=Project Management|last=Lock|first=Dennis}}</ref> In the 1950s, organizations started to apply project-management tools and techniques more systematically to complex engineering projects.<ref name="YHK05">{{cite book|first=Young-Hoon|last=Kwak|year=2005|chapter=A brief History of Project Management|title=The story of managing projects|publisher=Bloomsbury Academic |editor= [[Elias G. Carayannis]]|isbn=1567205062}}</ref>
[[File:Henry Gantt.jpg|thumb|170px|[[Henry Gantt]] (1861–1919), the father of planning and control techniques]]

As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy [[Defense (military)|defense]] activity.<ref>{{cite book|title=Global Project Management Handbook|chapter=1: The evolution of project management|isbn=0071460454|last1=Cleland |first1=David |last2=Gareis |first2=Roland |date=25 May 2006 |publisher=McGraw-Hill Education }}</ref> Two forefathers of project management are [[Henry Gantt]], called the father of planning and control techniques,<ref>{{cite book|isbn=190349401X|page=xxii|title=Project Management Pathways |last1=Stevens |first1=Martin |year=2002 |publisher=Association for Project Management }}</ref> who is famous for his use of the [[Gantt chart]] as a project management tool (alternatively ''Harmonogram'' first proposed by [[Karol Adamiecki]]);<ref>{{cite journal|jstor=255537 |last1=Marsh |first1=Edward R. |title=The Harmonogram of Karol Adamiecki |journal=The Academy of Management Journal |year=1975 |volume=18 |issue=2 |pages=358–364 }}</ref> and [[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.<ref>{{cite book|isbn=0415369770|pages=96–101|title=Fifty Key Figures in Management |last1=Witzel |first1=Morgen |year=2003 |publisher=Psychology Press }}</ref> Both Gantt and Fayol were students of [[Frederick Winslow Taylor]]'s theories of [[scientific management]]. His work is the forerunner to modern project management tools including [[work breakdown structure]] (WBS) and [[resource allocation]].

The 1950s marked the beginning of the modern project management era, where core [[engineering]] fields came together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with the engineering model.<ref name="ClGa06">{{cite book|isbn=0071460454|pages=1–4|quote=It was in the 1950s when project management was formally recognized as a distinct contribution arising from the management discipline.|title=Global Project Management Handbook: Planning, Organizing and Controlling International Projects|last1=Cleland |first1=David |last2=Gareis |first2=Roland |date=25 May 2006 |publisher=McGraw-Hill Education }}</ref> In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly [[Gantt chart]]s and informal techniques and tools. At that time, two mathematical [[Schedule (project management)|project-scheduling]] models were developed. The [[Critical Path Method|critical path method]] (CPM) was developed as a joint venture between [[DuPont|DuPont Corporation]] and [[Remington Rand|Remington Rand Corporation]] for managing plant maintenance projects. The [[Program Evaluation and Review Technique|program evaluation and review technique]] (PERT), was developed by the [[United States Navy Special Projects Office|U.S. Navy Special Projects Office]] in conjunction with the [[Lockheed Corporation]] and [[Booz Allen Hamilton]] as part of the [[Polaris missile]] submarine program.<ref>{{cite journal|doi=10.1287/opre.7.5.646|url=http://www.mosaicprojects.com.au/PDF/PM-History_PERT-Original_Paper.pdf|title=Application of a technique for research and development program evaluation|year=1959 |last1=Malcolm |first1=D. G. |last2=Roseboom |first2=J. H. |last3=Clark |first3=C. E. |last4=Fazar |first4=W. |journal=Operations Research |volume=7 |issue=5 |pages=646–669 }}</ref>

[[PERT]] and CPM are very similar in their approach but still present some differences. CPM is used for projects that assume deterministic activity times; the times at which each activity will be carried out are known. PERT, on the other hand, allows for stochastic activity times; the times at which each activity will be carried out are uncertain or varied. Because of this core difference, CPM and [[PERT]] are used in different contexts. These mathematical techniques quickly spread into many private enterprises.
[[File:Pert chart colored.svg|thumb|240px|[[PERT|PERT network chart]] for a seven-month project with five milestones]]

At the same time, as project-scheduling models were being developed, technology for project cost [[Estimation (project management)|estimating]], cost management and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now [[AACE International]]; the Association for the Advancement of [[Cost Engineering]]) was formed by early practitioners of project management and the associated specialties of planning and [[schedule|scheduling]], cost estimating, and project control. AACE continued its pioneering work and in 2006, released the first integrated process for portfolio, program, and project management ([[Total Cost Management|total cost management]] framework).

In 1969, the [[Project Management Institute]] (PMI) was formed in the USA.<ref>{{cite book|isbn=0566078228|title=Advanced Project Management: A Structured Approach |last1=Harrison |first1=F. L. |last2=Lock |first2=Dennis |year=2004 |page=34|publisher=Gower Publishing }}</ref> PMI publishes the original version of ''[[A Guide to the Project Management Body of Knowledge]]'' (PMBOK Guide) in 1996 with William Duncan as its primary author, which describes project management practices that are common to "most projects, most of the time."<ref>{{cite journal|last=Saladis|first=F. P.|year=2006|title=Bringing the PMBOK® guide to life|journal=PMI Global Congress|location=Seattle, WA|publisher=Project Management Institute|url=https://www.pmi.org/learning/library/bringing-pmbok-guide-life-practical-8009}}</ref>