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The development of the transcontinental railroad sparks businesses with the need to formally organize project resources (labor and material).
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The theory of work harmonization set the gramework from workflow planning, which would later be adopted in both the critical path method (CPM) and program evaluation and review techniques (PERT) in the mid-1900s
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Proctor and Gamble introduce product (brand) management which focused on the planning, monitoring and controlling of production, and formal release of manufactured products.
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Success of a project within the military industrial complex that did not adhere to traditional cost and budget restraints
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Waterfall project management standardization emerges through the need to meet specific deadlines and tight timelines, coordinate suppliers, and deliver without exceeding cost thresholds
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After identifying and categorizing the seven types of production waste, Taiichi Ono visits Piggly Wiggly and learns their consumption driven production model. Toyota implements the knowledge learned into their production line, assigning cards to signify the stages of product development where the cards are reused for follow-on production, eliminated overproduction-driven waste
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Throughout the 1960s, an emphasis on project planning and scheduling emerges through the needs of space and commercial aviation projects. Waterfall project management of planned parallel and sequential project activities becomes the standard.
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Certification in project management would not exist until 1986 despite the founding of a body to govern best practices and standards for project management
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Refining the approach driven by the 1960s, the 1970s marks a shift into integration management within projects and dedicated managers to oversee complex, multi-discipline production efforts
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Expanding upon the PERT and CPM techniques of the 1960s and continuing the management of integration driven complex projects of the 1970s, the 1980s mark a shift of project management to a risk mitigation factor. Projects are expected to result in stability and eliminate uncertainty wherever possible.
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Hirotaka Takeuchi and Ikukiro Nonaka publish "New New Product Development Game" in the Harvard Business Review with a concept focused on speed and flexibility stemming from observations and case studies across automotive and print projects.
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Ken Schwaber and Jeff Sutherland formalize and introduce scrum as a project management methodology at the OOPSLA (Object-Oriented Programming, Systems, Languages, and Applications) conference
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The emergence of information technology and rapidly changing products and workforces drive required changes to project management, allowing for the introduction of project management tools and more flexible methodologies.
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XP (Extreme Programming) is introduced and explained following Kent Black's development of the method while at Daimler Chrystler. Black outlined four dimensions of XP: improved communication, seek simplicity, continuous feedback, proceed with courage.
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Consensus on four core values and twelve principles of non-standard project management within the realm of software development
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Mary Poppendieck and Tom Poppendieck release a book outlining the introduction of Lean development for agile software development projects