Traditional Project Management Essay

1096 Words3 Pages

Introduction
Project Management is defined as an organized approach which aims to bear client anticipations, in order to accomplish the requested advanced business value (Wysocki, 2014). Since the 1950’s methods and procedures were applied in a uniform way to every project from the smallest to the largest (Špundak, 2014). Their success is certain in some industries (Badewi, 2016) (Kozak - Holland, 2010). A rapid growth of complex new technologies and innovations is indisputable (Saynisch, 2010a). Important changes propose new aspects for project management (Saynisch, 2010b). Traditional project management practices that have been used years now, known as PM 1.0 are challenged and new project management practices PM 2.0 come in the surface. …show more content…

The traditional project management tools like Earned Value Management, PRINCE 2, Lifecycle Management, PMBOK, are designed for linear projects, stable in a known environment (Dalcher, 2014).
Modern Project Management – Second order Project Management Methodology
Modern project management applies first order tools to the dynamic and constantly changing environment of a project, but in addition deploys a wide range of additional techniques and methods – when needed – and even “breaking” the first order rules on purpose (Dalcher, 2014). According to (Kerzner, 2015) PM 2.0 came from those project managers involved in software development projects. PM 2.0 can be defined by the formula:
PM 2.0 = PM 1.0 + distributed collaboration
Agile Project Management and Lean management are famous modern management methods. According to (Mah, 2008), Agile Project Management is applied in more than 80% of global firms and large public-sector …show more content…

In traditional project management, project managers were given little authority to make decisions, as almost of them were made from the project sponsors, it was a relationship mostly of command and control (Blaskovics, 2014). Whereas in modern project management, the project manager is seen as a leader, not as a taskmaster, as instead of setting strict instructions for the team to follow the project manager enhance the team (Haas, 2007). According to (Whitworth & Biddle, 2007) modern project management is characterized from the collaborative development between all team members and the customer to deliver the required from the client result. The major advantage in modern project management to the traditional project management is the continuous feedback and improvement. The project management teams learning from previous cycle improves their methods into the next rather than discussing lessons learned in the end of the project (Salameh,

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