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PROJECT MANAGEMENT FOR A

NEW MILLENNIUM

Raymond J. Krizek, Ph.D., P.E.

In a world of rapid change and continuous development, many professions require a high degree of specialization. However, there are still a few jobs that require generalists — and one of them is project management.

WHAT IS PROJECT MANAGEMENT?

Project management is the synthesis and management of all aspects of a project to achieve optimal and timely results for a given allocation of resources. It deals with the efficient use of time, money, materials, equipment, and labor to plan, organize, direct, control and complete a project using the best available techniques. A project is typically a long-term (months to years) undertaking to construct, rehabilitate, or operate a unique facility which is subject to a reasonably well-defined set of constraints. Notwithstanding wide variations in the nature, size, length, and complexity of different projects, all have certain common features.

WHAT IS A PROJECT MANAGER?

Managing a broad array of resources in often vastly different environments, while simultaneously satisfying various entities (owner, labor unions, regulatory agencies, etc.) with sometimes divergent objectives, requires many complementary skills. Therefore, a project manager cannot afford to be a specialist in any one area, but must possess expertise in many areas and be able to play many roles. A project manager is the final authority on a project, a leader and commander charged with directing the troops to victory ( on time and within budget). A project manager is a politician who must negotiate with union and regulatory agencies to obtain needed approvals and resolve unfavorable situations with minimum cost and delay. A project manager is an accountant with the responsibility for keeping expenses under control. A project manager must be a financial wizard and know how to use monetary resources in the best possible way. A project manager must understand enough about law to know when counsel should be sought. A project manager must schedule activities so as not to interfere with each other. A project manager must be an excellent communicator who can convey thoughts and ideas to different groups without ambiguity. And finally, in our ever-changing environment, a project manager must seek continuous improvement, learn new techniques, and adopt new technologies.

ACQUISITION OF PROJECT MANAGEMENT EXPERTISE

In general, there are two common paths to become a successful project manager. The traditional path is to accumulate many years of on-the-job experience, often supplemented by a program of in-house training. The current demand for project managers, together with limited time, facilities, and staff to accomplish this in-house training, is causing many firms to look increasingly outside for required management training. The second path is a relatively new one. A few universities have recognized the need to develop curricula aimed toward imparting the required managerial skills to a young engineer with a few years experience. For example, at Northwestern University, the Master of Project Management (MPM) program is one of the most popular graduate programs in Civil Engineering. In this program, individuals with a few years of field experience study broad-based subjects such as:

plus a number of specialized subjects such as:

The basic degree program consists of twelve courses, preparation and presentation of a project report to hone communication skills, and participation in a seminar series given by practicing professionals to impart perspective. Virtually every program is custom designed to satisfy the special and diverse needs of each individual student. University faculty are supplemented by practicing professionals who bring a wealth of real-world experience to the course offerings.

Regardless of the path selected, a typical engineer or architect must supplement his/her technical skills with managerial expertise to move up the "project management" ladder, because the needed skills are usually not taught in undergraduate or technically-oriented graduate programs. Although traditional MBA programs have served this need to a limited extent, the project management curricula now being offered by some universities emphasizes planning and design skills that are specifically required in project-based organizations and encourages individuals to build on their technical backgrounds and experience.

Raymond Krizek is head of Northwestern University’s Master of Project Management program. He may be reached at (847) 491-4040.

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