The field of project management is currently in transition. What worked in the past may not necessarily work in the future, precisely because the world of business has changed. In the past, managing a project meant focusing on three key elements of a project: cost, schedule, and quality. Each element had a direct relationship with the other two. Do something to one and the other two would be affected, positively or negatively. This viewpoint is considered the classical approach for managing projects. The classical approach emphasized the formal, structural aspects. Managing projects meant building neat organizational charts and highly logical schedules, as well as using formal decision-making disciplines.
Recently, however, project management has taken a more behavioral approach. The emphasis is shifting toward viewing a project as a total system, or subsystem operating within a system. This system perspective emphasizes the human aspects of a project as much as the structural ones. This does not mean that the formal tools, techniques, and principles are less important: it is just that they share the stage with behavioral techniques. The three elements—cost, schedule, and quality—gain an added dimension: people. Cost, schedule, quality, and people all play integral roles in the success or failure of a project.
Indeed, it is quite evident that the behavioral aspects of a project can have an impact on final results. Individual and team motivations, informal power structures, and interpersonal communications can have as much an effect as a poorly defined schedule or an ill-defined goal. In many cases, the impact of behavioral problems can be even more dramatic.
Recently, however, project management has taken a more behavioral approach. The emphasis is shifting toward viewing a project as a total system, or subsystem operating within a system. This system perspective emphasizes the human aspects of a project as much as the structural ones. This does not mean that the formal tools, techniques, and principles are less important: it is just that they share the stage with behavioral techniques. The three elements—cost, schedule, and quality—gain an added dimension: people. Cost, schedule, quality, and people all play integral roles in the success or failure of a project.
Indeed, it is quite evident that the behavioral aspects of a project can have an impact on final results. Individual and team motivations, informal power structures, and interpersonal communications can have as much an effect as a poorly defined schedule or an ill-defined goal. In many cases, the impact of behavioral problems can be even more dramatic.