Chapter 1: Project Management – the Essential Primer
On a bright hot day 4,500 years ago, in the middle of a desert, a mega civil engineering project was completed. With an estimated 30,000 workers and over 5 million tons of precisely cut rock, the project had taken 20 years to complete.
This project was completed without the help of computers, GPS, or the modern machinery that we have in place today. Yes, we are talking about the Great Pyramid of Giza, in Egypt. This project remained the tallest man-made structure for another 3,800 years!
Humankind has embarked on projects since time immemorial. This knowledge of executing projects has been passed on from generation to generation, being greatly enhanced every time. In more recent times, some notable projects have been putting humans on the moon, building the largest machine in the world—the Large Hadron Collider, and conducting the Olympics and the FIFA World Cup every 4 years.
It can easily be surmised that humanity has studied and practiced project management for a very long time. It is this knowledge of projects and project management, common across time and business domains, that we will now discuss.
Of course, not all projects are mega scale. In your own life, you will have already undertaken several projects. Some examples of personal projects are getting admitted to college, learning a new technical skill, organizing your wedding, or building your own house. The modern world is full of projects running 24 hours a day, 7 days a week, 365 days a year. And most adults in the world have some experience in project management, even if only personal projects.
What has happened since the time of the pyramids? The sharing of project management wisdom between experts from different sectors and domains has led to the identification of activities, tools, techniques, and best practices that are common across domains.
This knowledge is what we commonly call today Project Management Methodology. There are a few important, globally accepted standards that we will learn more about shortly.
By the end of this chapter, you will be able to do the following:
- Understand the terminology of Microsoft Project – where the concepts have come from, how they have evolved, and how to learn these standards and techniques further.
- Familiarize yourself with the foundational techniques used by MS Project – especially the Work Breakdown Structure, the Critical Path Method, and the Gantt chart.
- Understand what MS Project is all about, and what to expect.
- Understand when to use MS Project and when not to – Project is a very powerful ally by your side, but it is not a silver bullet for every problem.
If you are reading this book on Microsoft Project, I surmise you are already managing a project, big or small. Or, you are about to start on one soon, and I congratulate you! Actual designations may vary according to seniority, business sector, or domain. Microsoft Project is used in practically every domain where projects are executed, in every part of the world. For example, architecture, civil engineering, military, software or information technology, telecommunications, manufacturing and retail, and banking and finance.
If you are in any of the preceding or related domains, you have picked the right book. If you are a new user of MS Project or took a course on Project long back but did not practice it, this book is still perfect for you.
Today, as you have seen, there exists a globally accepted framework of Project Management Knowledge. This chapter will concisely lay out the framework. In the rest of the book, I will show how Microsoft Project's design, features, usage, and pitfalls map to Project Management Knowledge – no matter the specific domain where you will use Microsoft Project.
