Verktækni - 2019, Page 59

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number grew the following years and Carbone & Gholston (2004) report that many colleges and
universities offer project management educational programs. Ingason & Jonasson (2008) reported that
in 2008 there were 5 graduate level project management programs in 12 Universities in Europe (some
were taught in cooperation between few universities), 7 graduate level programs in 7 Universities in the
USA and 5 graduate level programs in 5 universities in Australia. Gradually, project management gained
recognition, with fast-growing professional associations and their doctrines of best practices. Interest in
project management grew stronger and this interest extended to the notion of seeing project
management as an approach to enterprise management. Program management was introduced in the
1990s, as well as maturity models, and portfolio management emerged in the 2010s (Neal and
Harpham, 2012 and Lock D., 2013).

A certain time shift can be defined in 2006, when IPMA published the 3rd version of its competence
baseline and expressed the behavioral and contextual competences for project management as specific
competence dimensions, side by side with the traditional technical competence dimension. Another
important milestone was the publication of international standards, ISO10006 in 2003 on Quality
management systems—guidelines on quality management in projects, and more importantly, the
ISO21500 in 2012—guidance on project management. It is also worth mentioning the Agile movement
with its roots in IT projects, and the view that projects should be deployed in incremental iterations
rather than by a linear process. The critical milestone in the development of Agile project management
as a discipline, was arguably the publication of the Manifesto for Agile Software Development in 2001
(www.agilemanifesto.org, March 8th, 2017). The iterative and autonomous approach of Agile project
management is in some principles different from the roles and techniques of traditional linear or
compressed project management, but, in spite of this, it is now being included in the practical doctrines
of PMI, APM and IPMA.

The development of project management as a profession in Iceland followed a similar pattern even
though this evolution took place a little later in time compared to the timeline in figure 1. Icelandic
engineers participated in the first IPMA world congress in Vienna in 1967, to learn about the CPM
method. This method was then applied in the Icelandic construction industry by a limited group of
practitioners. Another milestone in the progress of project management in Iceland was the foundation
of the Icelandic Project Management Association in 1984. From the beginning, this association has
actively participated in IPMA, and Nordnet—the collaboration platform of the Nordic project
management associations—and the development of project management in Iceland has thus been
influenced greatly by the development of IPMA and Nordnet.