Is project management more of a Science or an Art?

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.

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 the 1950s and 1960s such as the program evaluation and review technique (PERT), by the US defense forces (Shivakumar, 2018). Later in the 1970s, there was rapid development in information technology (IT) that saw a rise in IT project managers. However, these managers lacked experience in project planning. In the 80s, project management relied less on IT managers due to an increase in software systems that enhanced project management by familiar managers. From the 1990s to the 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) emphasize 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 in time. In summary, project scheduling entails laying out 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 on the same project. Interpersonal skills are greatly 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 applications, 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. The 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 project activities is vital for the project. Nonetheless, two projects may not be similar in their implementation given the dynamics of both the internal and external environments that organizations operate. However, the project is both a science and an art the difference is the degree to 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