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Level: Basic
TCM Section(s):
7.2. Schedule Planning and Development
9.2. Progress and Performance Measurement
Venue: 2020 AACE International Conference & Expo
Abstract: The science and practice of project management has made significant progress within the past few decades. Advanced tools, improved processes, and research have contributed immensely to the practice. However, in every Industry, from high-tech to low-tech, from everyday construction to innovative research, the world abounds with projects missing deadlines, overrunning budgets, failing to satisfy requirements, and some being canceled prior to completion. These failures unfortunately are not the exception but the norm. Project outcomes and successful delivery have not been impressive despite evolving practices, training of project management professionals, and availability of powerful project management tools.
Project management knowledge and tools are only as effective as their proper application by the people who use them. This paper is focused on the human aspect of project management especially at inception and during planning. It explores several biases, misconceptions and misrepresentations with historical examples to illustrate how these influence project decisions. It provides practical suggestions based on research and real-life applications that can help improve project delivery outcomes. It highlights awareness of the human aspects and recommends evaluating its impact when making project decisions because project success is mostly based on the decisions, made or failed to make.
TCM Section(s):
7.2. Schedule Planning and Development
9.2. Progress and Performance Measurement
Venue: 2020 AACE International Conference & Expo
Abstract: The science and practice of project management has made significant progress within the past few decades. Advanced tools, improved processes, and research have contributed immensely to the practice. However, in every Industry, from high-tech to low-tech, from everyday construction to innovative research, the world abounds with projects missing deadlines, overrunning budgets, failing to satisfy requirements, and some being canceled prior to completion. These failures unfortunately are not the exception but the norm. Project outcomes and successful delivery have not been impressive despite evolving practices, training of project management professionals, and availability of powerful project management tools.
Project management knowledge and tools are only as effective as their proper application by the people who use them. This paper is focused on the human aspect of project management especially at inception and during planning. It explores several biases, misconceptions and misrepresentations with historical examples to illustrate how these influence project decisions. It provides practical suggestions based on research and real-life applications that can help improve project delivery outcomes. It highlights awareness of the human aspects and recommends evaluating its impact when making project decisions because project success is mostly based on the decisions, made or failed to make.