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Presentation to PMI Moscow Congress in November 2015
Project Management in the 1960s and the Formation of PMI
Russell D. ArchibaldPMI Fellow & Member No. 6APM/IPMA Honorary Fellow
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PERT and the POLARIS Weapon System
A consulting company developed PERT for the U.S. Navy’s POLARIS Submarine Missile System
I was Manager of Project Controls at AerojetGeneral in 1959 for the POLARIS Solid Rocket
We developed the first main frame computer system for PERT project schedules in 1959
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THE IDEA FOR PMI
1967: My company in Los Angeles was processing very large CPM network plans for design/construction projects for Eric Jennet at Brown & Root, Inc., in Houston, Texas. We were using IBM 7094 and 360 main frame computers on a time-share basis. My book Network-Based Management Systems (PERT/CPM) was published in that year.
Eric invited me to meet with him, Jim Snyder, and others in New Orleans, LA, to discuss forming an association of people involved in project planning and scheduling using PERT and CPM.
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Project Plan Data Processing in the 1950-60s
Hand written data input sheets.
Input data key punched line by line.
High error rates in network logic and keypunch mistakes.
Many boxes of punched cards for large network plans.
Expensive, time-shared, room-sized main frame computers.
Overnight processing, many error messages.
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Case Examples in the 1950-60s
Military/Aerospace: POLARIS Weapon System – 1959 PERT:• I was Project Controls Manager for POLARIS Solid Rocket Propulsion System.• USA Dept. of Defense required the PERT/COST System to be used.
Design/Procurement/Construction Projects – 1950s CPM:• Heavy industry, hospitals, housing, high-rise, other.
New Product Development – 1960s.
Maintenance Shut-Downs: Refineries, other process plants – 1960s.
Information Systems: Very little used.
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PMI PURPOSE AND NAME
Eric, Jim and I met a few times with others in New Orleans in 1967, 1968 and 1969.
We all talked with other people we knew in various parts of the USA.
At first we focused on PERT/CPM planning and scheduling but then decided to broaden the scope to PROJECT MANAGEMENT and call the new association the Project Management Institute.
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PMI’S 1969 FORMATION MEETINGJim Snyder had attended a course at the Georgia Institute of Technology in Atlanta, Georgia and met Prof. Dr. Gordon Davis, who agreed to host the formation meeting of PMI.
We set the dates as October 9 and 10, 1969, subject: “Advanced Project Management Concepts.”
Our planning group invited various people to speak and we set the agenda.
About 80 attendees and 40 paid their first PMI member dues when the meeting was over.
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My Presentation at the PMI Formation Meeting Oct. 9, 1969
Download my paper at this link:
“Planning, Scheduling and Controlling the Efforts of Knowledge Workers.”
I believe this paper is still relevant today!
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1969:“Planning, Scheduling and Controlling the Efforts of Knowledge Workers”
“Managing projects requires two basic categories of skills which are relatively new, at least in some industries. These are:
• Skills in managing projects: the Project Manager• Skills to operate and develop the project
management systems which support the Project Manager.”
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Early Growth of PMI2nd National PMI Congress was in St. Louis, Missouri (my home town!) in October, 1970.
About 200 attendees, <100 paid PMI members.
Decided to form local chapters:
• 1st PMI Chapter was in Houston, Texas, established in 1971 at the 3rd National PMI Congress, with Eric Jennet as President.
• Other PMI chapters around the USA were formed soon after that.
• The first international PMI chapters were in Canada.19
3rd National PMI Congress and Formation Meeting of PMI Houston Chapter 1971
Keynote Speaker Russ Archibald
“Wanted: A Better Understanding of Project Management.”
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PMI Growing Pains
Jim Snyder, Eric Jennet, and a few other dedicated volunteers kept PMI going for the first 10 years at least.
The PMI Board finally hired a professional staff with experience in managing and building a professional association in the early 1980s.
In 1995: 90K members; 2002: 260K members in 150 countries; today: 467K members in 204 countries, 670K PMPs.
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Further Information
PMI Official web site: www.PMI.org
https://en.wikipedia.org/wiki/Project_Management_InstituteThe History Of Modern Project Management. Key Milestones In The Early PERT/CPM/PDM Days, by Russell D. Archibald
www.russarchibald.com
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My Experience with Project Management in Russia and Ukraine
1999: I met Dr. Vladimir Liberzon in Moscow.2003: We co-presented a paper at the PMI World Congress in The Hague on advances included in Vladimir’s Spider Project PM Application.
These significant advances included:• The Resource Critical Path• Integrated Risk Management• The Success-Driven PM/SDPM Approach
2003-8: I presented papers at PMI and IPMA Congresses and workshop/seminars in Moscow, Kiev, Odessa, The Hague, and Chicago.
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Examples of the Advances Provided in the Russian Spider Project Application:
“The Application of Success Probabilities, Success Driven Project Management/SDPM, and Some Critical Chain Concepts to the Oil & Gas Industry in Brazil”, by Russell Archibald; Vladimir Liberzon, and Peter Berndt de Souza Mello. Presented at the PMI College of Scheduling 5th Annual Conference: May 4-7, 2008 Chicago, IL USA. VIEW PAPER VIEW PRESENTATION
“The Application of SDPM, Critical Chain and Portfolio Project Management Principles to the Construction of the 670 km Urucu/Manaus (Petrobras) Pipeline,” 2007 PMI Global Congress Latin America Proceedings, Nov. 12-14, 2007– Cancun, MexicoVIEW PAPER VIEW PRESENTATION
“From Russia With Love: Truly Integrated Project Scope, Schedule, Resource and Risk Information,”Russell Archibald and Vladimir Liberzon, PMI World Congress-Europe, the Hague, May 24-26 2003VIEW PAPER VIEW PRESENTATION
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Importance of Spider Project Advanced Capabilities
2003: 3rd edition of my book Managing High-Technology Programs and Projects was published in English, Russian, Chinese, and Italian.
Includes Appendix titled Integrated Scope, Schedule, Resource, Financial, and Risk Management for Projects, co-authored with Vladimir Liberzon, that describes the advanced features of his Spider Project application.
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Reducing Failures in Project Management
Project failures result from executive’s lack of knowledge about project, program, and portfolio management.
Executives fail to demand effective use of available PPPM tools.
“Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program and Portfolio Management” overcomes this lack of knowledge.
Published on December 4 2015.
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