Projects and PMIThe
idea of establishing projects, and the consequential need to manage them, has
been around for a very longtime. In fact, since early civilization major projects
like the pyramids of Egypt, or the Great Wall of China, or more recently, the
Suez and Panama canals, have been successfully implemented. In their day, these
were prolonged and complex undertakings and no doubt they exhibited many of the
"management" difficulties experienced even at the present time. The essential
feature of these projects, indeed of any project, is to bring about change. That
projects are designed to create change is not new. What is new is the rapidity
with which change is currently taking place and which we may be confidently expected
to continue to take place. For example, the marvels of modern electronic
communications have made almost everyone acutely aware of the disparities, which
exist between and within communities, countries and continents of the world. Improvements
in this situation are only going to be brought about by even more and widespread
change, often with unprecedented degrees of urgency. Since our resources are clearly
limited, be they global or be they local, we must ensure that such change is brought
about as effectively and efficiently as possible. Through its primary dedication
of "advancing the state-of-the-art in the management of projects", the Project
Management Institute aspires to improve the effectiveness and efficiency of the
management of change for the benefit of all mankind. The effort to identify and
establish standards associated with the Project Management Body of Knowledge (PMBOK)
follows naturally from PMI's primary dedication. It represents a major Institute
endeavor and is the PMBOK's primary purpose. Secondary to this purpose, but equally
consistent with PMI's dedication, is to provide the basis and support for PMI's
professionalism programs, which include Accreditation, Education and Certification.
These programs are described in other PMI publications.
|
Foreword
