Project management means different things to different people; for some people, it is a science, for others it is an art, and for some it is both. The debate to establish the query of project management has been on for a long time, leading to some inconsistency in the way project management is taught, classified or described by different authors, institutions and practitioners among others.
For instance, Standish Group (2013) outlines various factors that contribute to the success of a project including management support, user involvement, tools, etc. The factors described may involve the elements of project management as a science or art or both. In academics and particularly to students, project management is a science. However, from the standpoint of consultants, project managers, and management, project management is an art. Therefore, identifying project management is a science or art depend on the individual role or the context in which it is applied. This article aims at analyzing project management form a multi-dimensional approach instead of the common one-directional approach.
The concept of project management
According to Meredith and Mantel (2012), project management has been around for a long time, but its actual use was emphasized in the 90s. In their view, business entities apply the concept to ensure particular results using limited resources in an environment with various constraints. Project management involves daily activities such as political campaigns, family gatherings, and seminars. All these activities have elements of project management. A historical perspective of project management indicates that most of its techniques were developed in 1950s and 1960s such as the program evaluation and review technique (PERT), by the US defense forces (Shivakumar, 2018). Later in 1970s, there was rapid development in information technology (IT) that saw rise in IT project managers. However, these managers lacked the experience of project planning. In the 80s, project management relied less on IT managers due to increase in software systems that enhanced project management by the familiar managers. From 1990s to present, there have been increased knowledge, standards, and now project management in an established discipline with a broad recognition (Shivakumar, 2018).
Project management as a science
This outlines the technical side of project management. Larson and Gray (2011) observed that in the execution of the project, there are two essential approaches; the first is the technical approach. This entails the management processes that involve formal processes such as planning, scheduling, and controlling of the project (Larson and Gray, 2011). In simple terms, before the start of any project there should be a statement indicating the scope, how the project links to the customers. This enables proper planning and scheduling of the project. Shivakumar (2018) argues that project management entails planning, scheduling, and control of activities relating to the project, to achieve the objectives of time, cost and performance while using the available resources effectively and efficiently.
Thus, the scope of the project identifies what should be done in order for the project to be successful, activities that must be accomplished to satisfy the customers, the sponsors. The scientific approach of project management focuses on knowledge application, tools and techniques, and skills in project activities to meet the project goals. According to Silvius and Schipper (2015), project management also refers to allocation, tracking and application of resources for specified results in a particular timeframe. Still in this definition, the emphasis is on the science aspect. Further Silvius and Schipper (2015) emphasizes that a project should have a start and a finish. That project scheduling manages the difference between the two points thus giving the timeframe for a start and finish. The project manager, the stakeholders including the project team are able to know what is needed (resources), what should be done (activities) at a particular point of time. In summary, project scheduling entails laying out of the real activities and establishing the order of their implementation. Actual resources need to be calculated and time allocated.
Project management as an art
The second essential approach established by Larson and Gray (2011) entails the sociocultural perspective applicable in actual implementation. Contrary to the smooth technical dimension, the sociocultural dimension involves the creation of a temporary task force (a social system) that is within the large organization, combining skills and talents from different fields to work in the same project. Interpersonal skills are great essential for the success of any project. Larson and Gray (2011) argue that technical skills come after interpersonal skills. The project manager is accountable for stakeholders, building the morale of team members, manage the relationship with the organization’s management, acquire resources and lead in decision making regarding the project. The success of the above requires excellent interpersonal skills.
Shivakumar (2018) observed that the art of managing and leading people is more vital than the science of managing tools in project management. The efficient application of soft skills influences the chances of project success more. This includes issues such as managing different cultures, being able to motivate the teams, putting stakeholders’ expectations in mind, solving problems, being in line with project objectives, and making quality decisions.
Project management as both science and an art
The above analysis indicates that project management cannot be effective if only one-dimensional is applied. The knowledge cited in this paper establishes that both soft and hard skills are required for a project manager to be effective. Nonetheless, the difference is in their application. The role of the manager and the role of the team members differ in different application, and one may emphasize one than the other. The technical and sociocultural dimensions represent the science and the art of project management respectively. However, for the success of the project the manager needs to be a master of both. Technical approach involves process focus while the sociocultural approach consists of the behavior side of the elements of a project. In some instances, different people have observed that taking one approach over the other depends on various factors such as corporate culture, type of project among others; thus, a project may be more art or more science depending on such elements.
Conclusion
In the contemporary management technique, the human element has been greatly emphasized. It relates to leading, motivating, enabling and communication. Further, planning, estimating, measuring and controlling the project activities is vital for the project. Nonetheless, two projects may not be similar in their implementation given the dynamics of both internal and external environments that organizations operate. However, project is both a science and an art the difference is the degree in which the emphasis of either varies in the application. Good projects require project managers who understand both ends and can be able to strike a balance for optimal performance of the project.
References
Larson, E. W., & Gray, C. F. (2011). Project management: The managerial process.
Meredith, J. R., & Mantel, S. (2012). Project Management, Hoboken.
Shivakumar, S. K. (2018). People Management in Digital Projects. In Complete Guide to Digital Project Management (pp. 227-245). Apress, Berkeley, CA.
Silvius, G., & Schipper, R. (2015). Developing a maturity model for assessing sustainable project management. The Journal of Modern Project Management, 3(1).
Standish Group (2013) Chaos Manifesto: Retrieved from
https://larlet.fr/static/david/stream/ChaosManifesto2013.pdf OR https://www.versionone.com/assets/img/files/CHAOSManifesto2013.pdf
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