From papyrus

to pixels:

From papyrus

to pixels:

From papyrus

to pixels:

The story of

project management

The story

of project management

The story of

project management

The Great Pyramids of Giza. Competitive production methods. U.S. Navy operations. These aren’t just major milestones in history — surprisingly, they’re also key moments in the evolution of project management.

The Great Pyramids of Giza. Competitive production methods. U.S. Navy operations. These aren’t just major milestones in history — surprisingly, they’re also key moments in the evolution of project management.

The Great Pyramids of Giza. Competitive production methods. U.S. Navy operations. These aren’t just major milestones in history — surprisingly, they’re also key moments in the evolution of project management.

Though many of us may hear the phrase “history of project management” and instinctively shy away, it’s actually a journey grounded in innovation and twists. Some of the biggest breakthroughs in construction, manufacturing, and technology all led to (or evolved from) huge shifts in the project management space.

See where the roots of project management lie to understand how they tie in to the future.

The roots of project management begin with planning coordinated efforts in large groups

The roots of project management begin with planning coordinated efforts in large groups

The roots of project management begin with planning coordinated efforts in large groups

To truly see the beginning of project management, look all the way back toward ancient history. The origins of project management (and the tools most of us use on a daily basis) started with the massive construction undertakings in early civilizations.

The Great Pyramids of Giza in Egypt are widely considered the first major instance of organizing and managing projects in a formal way. This was a huge feat (even seen as impossible) requiring planning, coordinated efforts, and project timelines to successfully complete.

Look beyond the pyramids: the Roman Colosseum, the Great Wall of China — each of these projects required huge groups of people with different specialties to work together to accomplish a substantial goal.

And in order to complete these projects, people naturally started to split the end goal into numerous parts and milestones. To stay on schedule, they had to plan ahead and divide into teams working on different tasks, which had never been done on such a massive scale before. These early projects signaled that with teamwork and project planning, huge things become possible.

In 2013, a joint team of French and Egyptian archaeologists discovered hundreds of inscribed papyrus fragments, including a logbook written more than 4,500 years ago. It detailed the construction operations for the Great Pyramid and the work at the limestone quarries at Tura on the opposite bank of the Nile River.

In 2013, a joint team of French and Egyptian archaeologists discovered hundreds of inscribed papyrus fragments, including a logbook written more than 4,500 years ago. It detailed the construction operations for the Great Pyramid and the work at the limestone quarries at Tura on the opposite bank of the Nile River.

In 2013, a joint team of French and Egyptian archaeologists discovered hundreds of inscribed papyrus fragments, including a logbook written more than 4,500 years ago. It detailed the construction operations for the Great Pyramid and the work at the limestone quarries at Tura on the opposite bank of the Nile River.

Merer’s logbook, written in a two-column daily timetable, reported on the daily lives of the construction workers and how they transported the limestone blocks used to cover the pyramid’s exterior by boat along the Nile River and a system of canals to the construction site.

Merer’s logbook, written in a two-column daily timetable, reported on the daily lives of the construction workers and how they transported the limestone blocks used to cover the pyramid’s exterior by boat along the Nile River and a system of canals to the construction site.

Merer’s logbook, written in a two-column daily timetable, reported on the daily lives of the construction workers and how they transported the limestone blocks used to cover the pyramid’s exterior by boat along the Nile River and a system of canals to the construction site.

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More structured project planning emerges for intricate, repeatable endeavors

More structured project planning emerges for intricate, repeatable endeavors

More structured project planning emerges for intricate, repeatable endeavors

The next noteworthy milestone in project management history took place during the Industrial Revolution. As an era of intricate construction projects, a higher level of planning became critical, setting the stage for project management to further evolve.

In earlier years, project management was primarily about organizing large groups of people to collaborate on major initiatives. But with the rise of factories and mass production, the goal changed slightly — to do things like construct a network of railways or build a factory with assembly lines producing the same quality product again and again, an entire symphony of moving parts had to be conducted through planning and strategy.

Factories and assembly line production were, of course, breakthroughs for manufacturing. But they also fundamentally shaped project management. Specifically, the assembly line introduced the concept of breaking down complex tasks into smaller, manageable steps, a hallmark of modern project management. And today, breaking down tasks is still a signature piece of popular methodologies, like Waterfall and Agile.

This diagram illustrates how Ford Motor Company's massive River Rouge Plant turned coal, iron ore, limestone, rubber, and sand into iron, steel, tires, glass, and finished automobiles. Ford Rouge Plant Pictorial Flow Chart, "Complete Car Can Be Built in 28 Hours," 1940.

This diagram illustrates how Ford Motor Company's massive River Rouge Plant turned coal, iron ore, limestone, rubber, and sand into iron, steel, tires, glass, and finished automobiles. Ford Rouge Plant Pictorial Flow Chart, "Complete Car Can Be Built in 28 Hours," 1940.

This diagram illustrates how Ford Motor Company's massive River Rouge Plant turned coal, iron ore, limestone, rubber, and sand into iron, steel, tires, glass, and finished automobiles. Ford Rouge Plant Pictorial Flow Chart, "Complete Car Can Be Built in 28 Hours," 1940.

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During the Industrial Revolution, huge building accomplishments were completed, from the First Transcontinental Railroad in the United States (completed in 1869) to the construction of the Brooklyn Bridge in 1883. Like some of those earlier construction projects, these required planning, coordination, and teamwork, but on a more advanced scale.

Though modern project management techniques weren’t at play yet, these events played a crucial role in shaping the evolution of project management concepts. They highlighted the need for structured planning, resource allocation, coordination, and communication to manage increasingly complex and large-scale endeavors during the Industrial Revolution.

Before we discuss those familiar methodologies like Agile and Waterfall, the first formal management strategies blossomed in the late 19th to early 20th century, especially as Frederick Winslow Taylor (known as the “father of scientific management”) introduced his principles of efficiency and time management in the workplace. Taylor’s main focus was on the manufacturing process, but his principles were a precursor for modern project management concepts, too.

For Taylor, the goal of all management is maximum prosperity for the employer and each employee. In other words, project management should benefit everyone, not just one side or the other — thus, collaboration and communication are essential.

Taylor’s various principles come together into Taylorism, the science of delegating and dividing tasks between employees to increase efficiency. Taylorism, though efficient, has its flaws, particularly the way it treats employees as nothing more than cogs in a great machine. But on a basic level, Taylorism explains why teams have specific procedures and processes for tasks, delegate responsibilities and share work, break large projects into subtasks, and monitor performance. And in time, Taylorism would be the basis of methodologies that allowed for changes and flexibility, like Gantt charts and Kanban boards.

The “Father of Scientific Management” develops initial strategies for increased efficiency and time management

The “Father of Scientific Management” develops initial strategies for increased efficiency and time management

The “Father of Scientific Management” develops initial strategies for increased efficiency and time management

A way to spot dependencies — “what if” model planning emerges through Gantt charts

A way to spot dependencies — “what if” model planning emerges through Gantt charts

A way to spot dependencies — “what if” model planning emerges through Gantt charts

Taylorism didn’t recognize one key piece of the project management puzzle: what happened when the tasks on each person’s plate started to impact the others — if one was held up, how would the team move forward with the others? If one part of the project needed to shift, would it have a domino effect on other areas?

Between 1910 and 1915, Henry Gantt set out to create a solution for these “what-if” questions. He created the Gantt chart, effectively a horizontal bar chart with project schedules and timelines. These were visual representations of a project’s schedule, tasks, and progress, which allowed managers to better plan and allocate resources. Unlike Taylor, who focused on efficiency above all else, Gantt prioritized people in addition to efficiency — by showcasing overlap and dependencies, managers could better delegate and support team members in completing projects.

Gantt increases visibility into bottlenecks and dependencies, giving project owners the opportunity to predict issues in advance. In turn, this has a downstream effect of preventing delays and missed deadlines. That’s why the Gantt chart is especially useful for large-scale projects, and was even used to plan the process of building the iconic Empire State Building.

A model of an original simple Gantt chart. According to Gantt himself, “If a promise of a delivery is to be kept, all the work in a plant must be planned so accurately that when a new order is received, it is possible to tell almost to a day when the work will be completed. The Gantt progress chart enables the manager to keep before him all the promises he has made, to concentrate his attention on overcoming obstacles and avoiding delays, and, when it is impossible to live up to a promise, it enables him to give the customer advance notice of the fact.”

Source: 1. Clark, W., 1922. The Gantt Chart. The Ronald Press Co., New York.

A model of an original simple Gantt chart. According to Gantt himself, “If a promise of a delivery is to be kept, all the work in a plant must be planned so accurately that when a new order is received, it is possible to tell almost to a day when the work will be completed. The Gantt progress chart enables the manager to keep before him all the promises he has made, to concentrate his attention on overcoming obstacles and avoiding delays, and, when it is impossible to live up to a promise, it enables him to give the customer advance notice of the fact.”

Source: 1. Clark, W., 1922. The Gantt Chart. The Ronald Press Co., New York.

A model of an original simple Gantt chart. According to Gantt himself, “If a promise of a delivery is to be kept, all the work in a plant must be planned so accurately that when a new order is received, it is possible to tell almost to a day when the work will be completed. The Gantt progress chart enables the manager to keep before him all the promises he has made, to concentrate his attention on overcoming obstacles and avoiding delays, and, when it is impossible to live up to a promise, it enables him to give the customer advance notice of the fact.”

Source: 1. Clark, W., 1922. The Gantt Chart. The Ronald Press Co., New York.

The Gantt chart was especially helpful for large-scale projects, and was even used to plan the process of building the Empire State Building.

The Gantt chart was especially helpful for large-scale projects, and was even used to plan the process of building the Empire State Building.

The Gantt chart was especially helpful for large-scale projects, and was even used to plan the process of building the Empire State Building.

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The first Gantt charts were hand-drawn, which was challenging because one change would require you to remake the entire chart. When the computer and programs like Excel came about, technology elevated the Gantt chart to be easy to update, and today, Gantt charts are a core digital feature of almost all project management softwares.

Gantt was the first real formal visualization strategy for planning projects. And though Gantt was successfully being used across multiple industries (including by the American army during World War I) for timeline planning and resource allocation, for some companies, thinking through a workflow in stages made more sense. Project management evolved over time because people had more specific needs for planning, and created new solutions (often built onto those that came before). So while many people continue to use Gantt charts, others wanted to create a visual workflow planning system where you could move tasks from one ‘status’ to the next in real time.

Kanban provides clear visuals of tasks and their status to smooth bottlenecks and delays

Kanban provides clear visuals of tasks and their status to smooth bottlenecks and delays

Kanban provides clear visuals of tasks and their status to smooth bottlenecks and delays

Enter kanban (Japanese: 看板, meaning signboard or billboard). Taiichii Ohno originally developed the kanban for Toyota automotive in Japan in the early 1940s. Ohno created kanban as a direct competitive strategy responding to Henry Ford’s mass production model. Kanban was a simple planning system to optimize work and manage inventory through each stage of production. With kanban, teams were able to visualize the flow of work from start to finish and limit the tasks currently in progress, ensuring a smoother transition of work from one stage to the next.

看板

かんばん

kanban

看板

かんばん

kanban

Years later, people started to think the kanban methodology could work for more than just factory production. In 2004, David J. Anderson was the first to apply the concept of kanban to IT, software development, and knowledge work. He built on numerous project and production methods to identify the kanban method for knowledge work, with concepts like pull systems, querying theory, and flow.

Though today, most kanban boards are inside project management tools or other digital software programs, the original kanban Ohno created was a more physical representation of all the work to-be-done, in progress, and completed. This photo shows the storage area for each kanban in the Toyota factory’s Motomachi Plant. Different sections of the kanban described which and how many parts are used where and when. By producing parts in accordance with the instructions on the kanban, they could deliver parts among the different plants only in the volumes needed. They could also eliminate inventories within each process. As kanban came into widespread use, problems such as standardization of work and transport management were resolved one after another and production lines operated smoothly. The new kanban management system was adopted at all Toyota plants in 1963.

Though today, most kanban boards are inside project management tools or other digital software programs, the original kanban Ohno created was a more physical representation of all the work to-be-done, in progress, and completed. This photo shows the storage area for each kanban in the Toyota factory’s Motomachi Plant. Different sections of the kanban described which and how many parts are used where and when. By producing parts in accordance with the instructions on the kanban, they could deliver parts among the different plants only in the volumes needed. They could also eliminate inventories within each process. As kanban came into widespread use, problems such as standardization of work and transport management were resolved one after another and production lines operated smoothly. The new kanban management system was adopted at all Toyota plants in 1963.

Though today, most kanban boards are inside project management tools or other digital software programs, the original kanban Ohno created was a more physical representation of all the work to-be-done, in progress, and completed. This photo shows the storage area for each kanban in the Toyota factory’s Motomachi Plant. Different sections of the kanban described which and how many parts are used where and when. By producing parts in accordance with the instructions on the kanban, they could deliver parts among the different plants only in the volumes needed. They could also eliminate inventories within each process. As kanban came into widespread use, problems such as standardization of work and transport management were resolved one after another and production lines operated smoothly. The new kanban management system was adopted at all Toyota plants in 1963.

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People need a way to identify key steps and the shortest route to a successful project with CPM and PERT

People need a way to identify key steps and the shortest route to a successful project with CPM and PERT

People need a way to identify key steps and the shortest route to a successful project with CPM and PERT

The 1900s exemplify the snowball effect: one methodology after another developed in quick succession, first Gantt, then Kanban — and in the 1950s, two more project management methodologies emerged, each identifying key steps in a project and the shortest path to success. But surprisingly, these two similar methodologies emerged almost simultaneously in very different environments: in the corporate world and in the military.

The 1900s exemplify the snowball effect: one methodology after another developed in quick succession, first Gantt, then Kanban — and in the 1950s, two more project management methodologies emerged, each identifying key steps in a project and the shortest path to success. But surprisingly, these two similar methodologies emerged almost simultaneously in very different environments: in the corporate world and in the military.

The 1900s exemplify the snowball effect: one methodology after another developed in quick succession, first Gantt, then Kanban — and in the 1950s, two more project management methodologies emerged, each identifying key steps in a project and the shortest path to success. But surprisingly, these two similar methodologies emerged almost simultaneously in very different environments: in the corporate world and in the military.

First was the Critical Path Method (CPM), a mathematical technique for identifying the most critical tasks in a project, and determining the shortest possible time needed to complete the project successfully. The DuPont and Remington Rand corporations independently developed the CPM in the late 1950s. CPM was actually used to plan plutonium production during the Manhattan project. Later, in 1966, CPM was finalized as a formal methodology and used in building the World Trade Center’s Twin Towers in New York.

First was the Critical Path Method (CPM), a mathematical technique for identifying the most critical tasks in a project, and determining the shortest possible time needed to complete the project successfully. The DuPont and Remington Rand corporations independently developed the CPM in the late 1950s. CPM was actually used to plan plutonium production during the Manhattan project. Later, in 1966, CPM was finalized as a formal methodology and used in building the World Trade Center’s Twin Towers in New York.

First was the Critical Path Method (CPM), a mathematical technique for identifying the most critical tasks in a project, and determining the shortest possible time needed to complete the project successfully. The DuPont and Remington Rand corporations independently developed the CPM in the late 1950s. CPM was actually used to plan plutonium production during the Manhattan project. Later, in 1966, CPM was finalized as a formal methodology and used in building the World Trade Center’s Twin Towers in New York.

To apply CPM to a project, it had to have a well-defined set of tasks that could be started and completed independently, but in a specific order. Most people overestimate how important tasks are, especially considering on average, only about 10% of the jobs in large projects are actually critical. This method allows managers to identify those truly essential pieces. In modern times, Gantt charts are a common way to visualize the information identified with CPM.

To apply CPM to a project, it had to have a well-defined set of tasks that could be started and completed independently, but in a specific order. Most people overestimate how important tasks are, especially considering on average, only about 10% of the jobs in large projects are actually critical. This method allows managers to identify those truly essential pieces. In modern times, Gantt charts are a common way to visualize the information identified with CPM.

To apply CPM to a project, it had to have a well-defined set of tasks that could be started and completed independently, but in a specific order. Most people overestimate how important tasks are, especially considering on average, only about 10% of the jobs in large projects are actually critical. This method allows managers to identify those truly essential pieces. In modern times, Gantt charts are a common way to visualize the information identified with CPM.

Around the same time, the Program Evaluation and Review Technique (PERT) was designed to manage complex projects in the defense and aerospace industries. Similar to the CPM, this method focused on estimating time and resource requirements for each task in a project, but often for military operations. PERT was developed in the late 1950s by the United States Navy to manage weapons and defense projects.

Around the same time, the Program Evaluation and Review Technique (PERT) was designed to manage complex projects in the defense and aerospace industries. Similar to the CPM, this method focused on estimating time and resource requirements for each task in a project, but often for military operations. PERT was developed in the late 1950s by the United States Navy to manage weapons and defense projects.

Around the same time, the Program Evaluation and Review Technique (PERT) was designed to manage complex projects in the defense and aerospace industries. Similar to the CPM, this method focused on estimating time and resource requirements for each task in a project, but often for military operations. PERT was developed in the late 1950s by the United States Navy to manage weapons and defense projects.

For each project, the PERT calculates three time estimates: the shortest possible amount of time each task takes, the most probable amount of time, and the longest amount possible. Instead of identifying critical steps and planning accordingly (like with CPM), with PERT, a project manager would work backwards from a set end date and analyze project tasks to set a budget, allocate resources, and ensure a project is doable in a set amount of time.

For each project, the PERT calculates three time estimates: the shortest possible amount of time each task takes, the most probable amount of time, and the longest amount possible. Instead of identifying critical steps and planning accordingly (like with CPM), with PERT, a project manager would work backwards from a set end date and analyze project tasks to set a budget, allocate resources, and ensure a project is doable in a set amount of time.

For each project, the PERT calculates three time estimates: the shortest possible amount of time each task takes, the most probable amount of time, and the longest amount possible. Instead of identifying critical steps and planning accordingly (like with CPM), with PERT, a project manager would work backwards from a set end date and analyze project tasks to set a budget, allocate resources, and ensure a project is doable in a set amount of time.

The cover of the original published work outlining the PERT — this one is particularly interesting because it highlights the name change from “Program Evaluation Research Task” to “Program Evaluation Review Technique.”

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Project management is now recognized as its own field with its own body of knowledge

Project management is now recognized as its own field with its own body of knowledge

Project management is now recognized as its own field with its own body of knowledge

Though we’d already seen both informal applications and some more formal methodologies emerge, up until this point, project management itself wasn’t really recognized as a field or profession. In 1969, after months of ongoing conversations, five individuals decided to form the first real organization for project managers to share information and discuss problems: the Project Management Institute, or PMI.

Though we’d already seen both informal applications and some more formal methodologies emerge, up until this point, project management itself wasn’t really recognized as a field or profession. In 1969, after months of ongoing conversations, five individuals decided to form the first real organization for project managers to share information and discuss problems: the Project Management Institute, or PMI.

Though we’d already seen both informal applications and some more formal methodologies emerge, up until this point, project management itself wasn’t really recognized as a field or profession. In 1969, after months of ongoing conversations, five individuals decided to form the first real organization for project managers to share information and discuss problems: the Project Management Institute, or PMI.

Eventually, in 1996, this organization published the Project Management Body of Knowledge, which became a fundamental reference for best practices in the field. Today, the PMBOK is on its sixth edition and counting, frequently being updated with best practices and technological advancements. Because project management is constantly evolving and changing, especially as new methods develop and become commonplace, the PMBOK helps keep project managers in the loop on what’s new. That way, teams can work in the most efficient ways possible, making use of what’s current and evolving in the space.

Eventually, in 1996, this organization published the Project Management Body of Knowledge, which became a fundamental reference for best practices in the field. Today, the PMBOK is on its sixth edition and counting, frequently being updated with best practices and technological advancements. Because project management is constantly evolving and changing, especially as new methods develop and become commonplace, the PMBOK helps keep project managers in the loop on what’s new. That way, teams can work in the most efficient ways possible, making use of what’s current and evolving in the space.

Eventually, in 1996, this organization published the Project Management Body of Knowledge, which became a fundamental reference for best practices in the field. Today, the PMBOK is on its sixth edition and counting, frequently being updated with best practices and technological advancements. Because project management is constantly evolving and changing, especially as new methods develop and become commonplace, the PMBOK helps keep project managers in the loop on what’s new. That way, teams can work in the most efficient ways possible, making use of what’s current and evolving in the space.

A photo of four out of five founders of the PMI. The five founders, James Snyder, Eric Jenett, Gordon Davis, E.A. "Ned" Engman and Susan C. Gallagher, came together for the first formal meeting at Georgia Institute of Technology in Atlanta, Georgia, USA, on 9 October 1969, before filing the PMI Articles of Incoporation a while later in Pennsylvania.

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More specific methodologies focus on collaboration, customer feedback, and continuous improvement

More specific methodologies focus on collaboration, customer feedback, and continuous improvement

More specific methodologies focus on collaboration, customer feedback, and continuous improvement

Now that there was a formal professional organization and book of knowledge in place, people focused on identifying the best ways to finish projects and collaborate. New and more collaborative project management methodologies started to develop, and three major methodologies came out of this time period: Lean, Waterfall, and Agile. Each is used for a specific purpose, and was born out of the shortcomings of a previous methodology. The more important a specific need became, the easier it was to create a new collaboration method to address it.

Lean

Lean

Lean

The Lean methodology, which arose out of the Toyota manufacturing developments of the mid-1900s (yes, like kanban!) was another example of lasting project management methods stemming from the manufacturing process. With lean development, the focus is on maximizing value and reducing waste, especially for projects with clearly defined scope and repeatable, standardized processes.

The Lean methodology, which arose out of the Toyota manufacturing developments of the mid-1900s (yes, like kanban!) was another example of lasting project management methods stemming from the manufacturing process. With lean development, the focus is on maximizing value and reducing waste, especially for projects with clearly defined scope and repeatable, standardized processes.

The Lean methodology, which arose out of the Toyota manufacturing developments of the mid-1900s (yes, like kanban!) was another example of lasting project management methods stemming from the manufacturing process. With lean development, the focus is on maximizing value and reducing waste, especially for projects with clearly defined scope and repeatable, standardized processes.

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Waterfall

Waterfall

Waterfall

Winston W. Royce first created the Waterfall method in 1970, in a paper titled "Managing the Development of Large Software Systems.” With the waterfall style of project management, managers break projects down into linear, sequential stages, with each step dependent on all the ones completed before. This method only works for projects with specific phases — every stage of the project must be completed before the next begins, which means you can’t go back or work on multiple elements simultaneously.

Winston W. Royce first created the Waterfall method in 1970, in a paper titled "Managing the Development of Large Software Systems.” With the waterfall style of project management, managers break projects down into linear, sequential stages, with each step dependent on all the ones completed before. This method only works for projects with specific phases — every stage of the project must be completed before the next begins, which means you can’t go back or work on multiple elements simultaneously.

Winston W. Royce first created the Waterfall method in 1970, in a paper titled "Managing the Development of Large Software Systems.” With the waterfall style of project management, managers break projects down into linear, sequential stages, with each step dependent on all the ones completed before. This method only works for projects with specific phases — every stage of the project must be completed before the next begins, which means you can’t go back or work on multiple elements simultaneously.

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Agile

Agile

Agile

Although many people embraced (and still use) the waterfall methodology, some people craved a more adaptable, flexible method with the same principles in mind. Thus, the Agile methodology was born: a better fit for continuous releases and development, this approach to managing software development projects focuses on incorporating customer feedback and constantly iterating.

Although many people embraced (and still use) the waterfall methodology, some people craved a more adaptable, flexible method with the same principles in mind. Thus, the Agile methodology was born: a better fit for continuous releases and development, this approach to managing software development projects focuses on incorporating customer feedback and constantly iterating.

Although many people embraced (and still use) the waterfall methodology, some people craved a more adaptable, flexible method with the same principles in mind. Thus, the Agile methodology was born: a better fit for continuous releases and development, this approach to managing software development projects focuses on incorporating customer feedback and constantly iterating.

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While the waterfall method requires you to complete each step before moving to the next, the Agile method allows you to work on components simultaneously and incrementally, allowing teams to adjust processes and stay flexible, especially with changing priorities. Surprisingly, the Agile methodology wasn’t officially documented until 2001, so it’s a more recent development many teams use today. And as a descendant of those previous methodologies, Agile incorporates their best components very successfully: over 70% of U.S. companies are now using Agile.

As the 20th century progressed, the way people used technology began to evolve. By the 1980s, computers at work and at home were much more common, and developers were creating localized software programs to be installed and stored on individual computers.

As the 20th century progressed, the way people used technology began to evolve. By the 1980s, computers at work and at home were much more common, and developers were creating localized software programs to be installed and stored on individual computers.

As the 20th century progressed, the way people used technology began to evolve. By the 1980s, computers at work and at home were much more common, and developers were creating localized software programs to be installed and stored on individual computers.

Though most of us think of early computer programs as things like Microsoft Paint or even games like Pac-Man, this was also the time when project management became computerized.

Though most of us think of early computer programs as things like Microsoft Paint or even games like Pac-Man, this was also the time when project management became computerized.

Though most of us think of early computer programs as things like Microsoft Paint or even games like Pac-Man, this was also the time when project management became computerized.

As people embraced a more digital era, tools were created for project managers to organize teams and projects on the computer. It started with spreadsheets — at the time, Lotus 1-2-3 was the standard for spreadsheet software. These were a simple solution for many project managers.

As people embraced a more digital era, tools were created for project managers to organize teams and projects on the computer. It started with spreadsheets — at the time, Lotus 1-2-3 was the standard for spreadsheet software. These were a simple solution for many project managers.

As people embraced a more digital era, tools were created for project managers to organize teams and projects on the computer. It started with spreadsheets — at the time, Lotus 1-2-3 was the standard for spreadsheet software. These were a simple solution for many project managers.

But soon, specific project management tools emerged, starting with Microsoft Projects. Other tools included Plantrac, PMS-II, Pertmaster, Hornet, MicroGantt, IntePert, Time Line, MacProject, PacMicro, Trakker, AMS Time Machine, Harvard Project Manager, Primavera, Scitor, Qwiknet, SuperProject, Promis, OpenPlan, MicroPlanner. Microsoft Projects and other softwares made project management methodologies digital and easier to update, including critical path method and Gantt charts.

But soon, specific project management tools emerged, starting with Microsoft Projects. Other tools included Plantrac, PMS-II, Pertmaster, Hornet, MicroGantt, IntePert, Time Line, MacProject, PacMicro, Trakker, AMS Time Machine, Harvard Project Manager, Primavera, Scitor, Qwiknet, SuperProject, Promis, OpenPlan, MicroPlanner. Microsoft Projects and other softwares made project management methodologies digital and easier to update, including critical path method and Gantt charts.

But soon, specific project management tools emerged, starting with Microsoft Projects. Other tools included Plantrac, PMS-II, Pertmaster, Hornet, MicroGantt, IntePert, Time Line, MacProject, PacMicro, Trakker, AMS Time Machine, Harvard Project Manager, Primavera, Scitor, Qwiknet, SuperProject, Promis, OpenPlan, MicroPlanner. Microsoft Projects and other softwares made project management methodologies digital and easier to update, including critical path method and Gantt charts.

These programs laid a path to the modern tools seen and used most today — as these early tools emerged, they empowered project managers to identify project intricacies and critical milestones, better allocate resource, and accurately estimate costs. Today, more advanced project management tools layer onto those foundational benefits, with more collaborative elements and real-time updates built in.

These programs laid a path to the modern tools seen and used most today — as these early tools emerged, they empowered project managers to identify project intricacies and critical milestones, better allocate resource, and accurately estimate costs. Today, more advanced project management tools layer onto those foundational benefits, with more collaborative elements and real-time updates built in.

These programs laid a path to the modern tools seen and used most today — as these early tools emerged, they empowered project managers to identify project intricacies and critical milestones, better allocate resource, and accurately estimate costs. Today, more advanced project management tools layer onto those foundational benefits, with more collaborative elements and real-time updates built in.

An original screengrab from the 1984 version of Microsoft Projects.

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Lotus 1-2-3, at one time the golden program for creating spreadsheets.

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Technological advancements lead to the development of project management software and tools

Technological advancements lead to the development of project management software and tools

Technological advancements lead to the development of project management software and tools

Cloud- and internet-based project management makes collaboration possible from anywhere

Cloud- and internet-based project management makes collaboration possible from anywhere

Cloud- and internet-based project management makes collaboration possible from anywhere

After so many new project management methodologies emerged in the 1900s and local project management tools started to be commonplace in the early 2000s, the next natural evolution was bringing teams together to collaborate in real time online. From their earliest explorations to being fully developed and used around the world, the internet and the cloud transformed project management.

The Internet allows people to connect from afar

The Internet allows people to connect from afar

The Internet allows people to connect from afar

In the 1960s, computer scientists started working on the “Advanced Research Projects Agency Network” or ARPANET, a very primitive version of the internet.

Though the internet’s roots started in the ‘60s, its official birthday is January 1, 1983. In the 1980s, home computer use started to blossom, and by the ‘90s, people were using Web 1.0, the first publicly accessible version of the World Wide Web. It was a static, read-only version of the web, where users mainly could view and read content — a much less interactive and collaborative version of today’s internet.

In the early 2000s, broadband internet access through DSL and cable allowed people to access the internet at faster speeds, and it grew like wildfire. In 1996, approximately 45 million people used the Internet; by 2004, the number rose to between 600 and 800 million users. And as the internet took off, project management went online.

With online project management tools, information was always accessible. They also solved some of the core challenges that had, historically, always accompanied managing projects. Instead of manually having to recreate paper project timelines for one shift in scheduling, additional ask, or delay, updates became instant and effortless online. Project management became more accessible with digital storage, and even became more secure with the cloud replacing traditional on-premise systems.

Lawrence Roberts, the first person to connect two computers, worked with scientist Leonard Kleinrock to develop computer networks at ARPA. In 1969, the two developed the first packet-switching network and successfully used it to send messages to another site, and the ARPANET, forefather to the internet, was born. Originally, it was only seen as a tool for academic engineers and computer scientists, and linked departments at several American universities.

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Project MAC IBM 7094, 545 Tech Square, 9th Floor

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The cloud paves the way for real-time collaboration

The cloud paves the way for real-time collaboration

The cloud paves the way for real-time collaboration

The cloud started, in its initial form, when the Defense Advanced Research Projects Agency (DARPA) gave researchers at MIT funding for Project MAC. This funding came with multiple requirements, the most important of which was an emphasis on collaboration.

Researchers needed to come up with a way for multiple people to use a computer simultaneously. Eventually, the researchers came up with a large (now, likely seen as archaic) computer with reels of magnetic tape for memory — and it became the precursor for cloud computing, functioning as a primitive cloud with two to three people accessing it.

This precursor for cloud computing paved the way for future project management tools being fully cloud-based, with multiple people collaborating from afar in real time — it showed that even in the cloud’s earliest stages, the need for collaboration was seen as highly critical.

On an implementation level, cloud-based project management tools had huge benefits: cost savings, less hardware and installs, faster software updates, more user-friendly and easy to start with than other programs, connectivity with other tools, and the ability to work from on-the-go instead of just at the office. Tools like Jira and Pivotal Tracker built on the agile methodology and brought it to the cloud-based, digital age, revolutionizing the way people were able to manage projects as a team.

And later, software tools like Asana, ClickUp, and Notion emerged between 2008 and 2018 to bring more of the team into the fold (instead of only the project manager using the software) and make real-time collaboration more accessible. These tools offered options built onto the roots of project management, like instantly updatable kanban boards and Gantt charts, or templates for methods like waterfall and agile.

What’s next?

Autonomous project management

What’s next?

Autonomous project management

Project management has evolved over time, and will continue to change in the years to come. In the present day, there are hundreds of project tools, all built on that rich project management history. From the early paper-based tool stack (papyrus scrolls, ink, and hand-drawn Gantt charts), to digital software used today, project management always set out to solve specific workflow problems. And now, a new era of project management is beginning — and with it, new challenges to solve.

One of the biggest of these challenges has been time wasted and manual effort. As project data migrated to online digital tools, teams started to spend more time chasing information and keeping those tools up-to-date than actually building or creating. Knowledge workers waste one hour a day digging through cloud storage systems, scouring message systems, and cycling through tabs — that’s 250 hours in a year, or over a full month of work.

Artificial intelligence is going to change that. Research from Gartner predicts that 80% of today’s project management tasks will be eliminated (translation: automated) by 2030 by AI. And with the rise of powerful language learning models (LLMs) like GPT-4, those innovations are quickly drawing closer. Beyond the text generation solutions currently on the market, AI paves the way for building decision engines that handle all the manual work of project management autonomously. Someday soon, project management will become an automatic process happening in the background, so teams are always up-to-date with current information and accurate project planning without the hours of work.

According to the Harvard Business Review, key areas of project management will change with AI: better project selection and prioritization; support for project managers; improved and faster project definitions, planning, and reporting; virtual project assistants, and more. For example, a product team will no longer need to worry about triaging bugs or refining backlogs. In short, teams won’t have to spend their time on the manual project management work that drains a significant amount of bandwidth today.

Essentially, project tools will move beyond just a place where teams log and maintain project data themselves. Instead, autonomous project tools will empower teams to make strategic decisions and build incredible things, without being bogged down manually managing projects.

From Gantt and Kanban to AI and autonomous collaboration, at Height, we continually draw inspiration from the rich history of project management, and the evolution of collaborative work that’s inspired numerous software tools. We’ve built the first fully autonomous project collaboration tool for builders, that will handle the legwork of managing projects invisibly and automatically. This new tool builds on years of essential history while propelling us into a new future, where you’ll never again have to manage a project yourself.

From Gantt and Kanban to AI and autonomous collaboration, at Height, we continually draw inspiration from the rich history of project management, and the evolution of collaborative work that’s inspired numerous software tools. We’ve built the first fully autonomous project collaboration tool for builders, that will handle the legwork of managing projects invisibly and automatically. This new tool builds on years of essential history while propelling us into a new future, where you’ll never again have to manage a project yourself.

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