Project Management Department

Program Overview

Project Management program is meticulously designed to equip aspiring project leaders with the advanced knowledge, practical skills, and strategic insights demanded by today’s dynamic project-driven landscape. Through a rigorous curriculum delivered by experienced faculty, students will master industry-standard methodologies, tools, and techniques for effectively planning, executing, monitoring, and controlling complex projects across diverse sectors.

The Project Department is responsible for planning, executing, and monitoring all organizational projects to ensure timely delivery and high-quality outcomes. Our team coordinates across departments, manages resources efficiently, and ensures each project aligns with company goals and client expectations. 

Graduates of ARSU’s MSc in Project Management program will be highly sought-after professionals, poised to excel in leadership roles within various organizations. The program emphasizes the development of critical thinking, problem-solving, and communication skills, enabling graduates to successfully manage project scope, budget, timelines, risks, and stakeholder relationships. With a strong focus on ethical and sustainable project practices, ARSU’s MSc PM program prepares graduates to drive impactful and responsible project outcomes, contributing significantly to the region’s and nation’s development.

Program Objectives:

Upon completion of the MSc PM program, graduates will be able to:

• Produce professionals having innovative knowledge and skills, in the field of PM, and attitude in their long-lasting career.
• Produce highly qualified graduates equipped with the ten knowledge areas identified by the PMBOK who will assume practical PM posts in different industries within the country.
• Satisfy the ever-growing demand for professional project managers both for business and development projects in the region and country as well.
• Meet the growing demand in project feasibility analysts and appraisals.
• Enhance the quality and widen the outreach of PM education and practices through research on the identified competencies to advance project management, governance, and leadership theories and practices.
• Meet the existing and emerging needs of different stakeholders through short-term and long-term training..

 

History of Project Management

While elements of project management have existed for millennia (consider the construction of the pyramids or the Great Wall of China), the formal discipline of project management as we know it today emerged in the 20th century. The increasing complexity of business and technology, particularly in the post-World War II era, drove the need for structured approaches to manage large-scale projects.

• Early Foundations (Pre-20th Century): While not formally recognized, large-scale projects throughout history demonstrate elements of planning, organization, and resource management. The construction of ancient wonders like the Egyptian pyramids (circa 2580-2560 BC) and the Great Wall of China (begun in the 7th century BC) required significant coordination and control, even without formalized methodologies.
• The Gantt Chart (Early 1900s): One of the earliest and most influential project management tools was the Gantt chart, developed by Henry Gantt in the 1910s. Gantt charts provide a visual representation of project timelines and tasks, enabling project managers to track progress and identify potential delays. (Gantt, H. L. (1919). Organizing for Work. Harcourt, Brace and Howe.)
• Scientific Management (Early 1900s): Frederick Winslow Taylor’s principles of scientific management, which emphasized efficiency and standardization, also influenced the development of project management techniques. (Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.)
• The Manhattan Project (1942-1946): The Manhattan Project, the research and development undertaking that produced the first nuclear weapons during World War II, is often cited as a pivotal moment in the history of project management. The project involved a massive undertaking with complex interdependencies, requiring sophisticated planning and coordination techniques. While not explicitly using modern project management methodologies, the project demonstrated the need for structured approaches to manage large-scale, complex endeavors.
• The Development of Formal Methodologies (1950s-1960s): The 1950s and 1960s saw the development of more formalized project management methodologies. Two key developments were:
• PERT (Program Evaluation and Review Technique): Developed by the U.S. Navy’s Special Projects Office in 1958 for the Polaris missile program. PERT is a statistical tool used to analyze and manage the tasks involved in completing a project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project.
• CPM (Critical Path Method): Developed by DuPont in 1957. CPM is a technique used to plan and control a project by identifying the critical path, which is the sequence of project activities that determines the shortest possible time to complete the project. (Kelley, J. E., Jr., & Walker, M. R. (1959). Critical-Path Planning and Scheduling. Proceedings of the Eastern Joint Computer Conference, 160-173.)
• The Project Management Institute (PMI) (1969): The establishment of the Project Management Institute (PMI) in 1969 marked a significant step in the professionalization of project management. PMI provides standards, certifications, and resources for project managers worldwide. (Project Management Institute. (n.d.). About PMI. Retrieved from [https://www.pmi.org/](https://www.pmi.org/))
• The PMBOK® Guide (1996): PMI’s Project Management Body of Knowledge (PMBOK® Guide), first published in 1996, has become a widely recognized standard for project management practices. The PMBOK® Guide provides a framework of processes, tools, and techniques that can be applied to manage projects effectively.

Career prospects

A career in project management offers diverse and rewarding opportunities across virtually every industry. Project managers are in high demand to oversee and coordinate initiatives ranging from software development and construction to marketing campaigns and organizational transformations. Skilled project managers can command competitive salaries and enjoy career advancement potential, often progressing to program management, portfolio management, or executive leadership roles. The demand for project management professionals is projected to continue growing, fueled by increasing globalization, technological advancements, and the need for efficient and effective execution of strategic initiatives, making it a stable and promising career path for individuals with strong organizational, communication, and problem-solving skills.

References

 A guide to the project management body of knowledge (PMBOK guide) / Project Management Institute, 2017, sixth editions.

Gantt, H. L. (1919). Organizing for Work. Harcourt, Brace and Howe. (The original work describing Gantt charts.)

 Kerzner,  Harold  (2009).  Project  management:  a  systems  approach  to  planning, scheduling, and controlling/Harold Kerzner.—10^th edition.

Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers. (Essential reading for understanding the origins of efficiency-focused management.)