Page 19 - Global Project Management Handbook

P ● A ● R ● T ● 1

STATE OF THE ART OF

GLOBAL PROJECT

MANAGEMENT

In Chapter 1, David I. Cleland and Lew Ireland show us how project
management has evolved over the centuries as an effective way of dealing
with (as well as causing) change, from the beginning of projects in antiquity
to the early development of literature and management practices in the
1950’s. Cleland and Ireland illustrate the continuing impact projects and
project management have had on numerous events throughout history by
examining the artifacts and literature associated with these events.
In Chapter 2, Roland Gareis introduces project management as a business
process of the project-oriented company. Its sub-processes project start,
project controlling, project coordination, and project close-down as well as

the resolution of a project discontinuity are described. Methods and
communication structures for the performance of project management are
defined.
In Chapter 3, Christophe Bredillet introduces the reader to the ongoing
need for project management research in a field that is rapidly expanding.
Current and future trends in the field of project management are discussed,
from categorizing project types to integrating supply chain management with
learning and knowledge management to the link between strategy and
projects. While Chapter 1 demonstrates how far we have come, Bredillet
shows us the many areas in which project management could be developed
in the future.
In Chapter 4, Jones takes a look at the life cycle of a project, from
conception to evaluation, and analyses the way in which projects are
typically evaluated, comparing short-term and long-term approaches to
evaluation. Factors such as amount of time, budget constraints, and project
results are examined, and show how a long-term approach may be the key to
successful project evaluation.

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