ASSIGNMENT # 01

Name: Nabeel Nafees

Enrollment no: 02-111231-129
Class: BBA 1B
Subject: Principle of Management
Submitted to: Miss Ayesha Khan
 Role of Management in Egyptian
Pyramids:

 Planning Pyramids, Building the pyramid was one of the largest civil
works projects on records:
Egyptians were the first recorded project managers. Various scholars have attempted to
identify the cost of the projects, however, a measure that is possibly more meaningful is
the amount of effort required. One author has estimated that a total of 52 million man-
days was required to construct the pyramids.

 The ancient Egyptians were the first recorded project managers:

Of key concern to the project manager of the day was the organization of their main
construction equipment, i.e. people. Hieroglyphics demonstrate that the smallest
organization consisted of about 200 men. These crews were organized into larger groups
consisting of about 2,000 men.
 The Labor of Pyramids Buildings:
To many, the sheer size of the pyramids made such overestimation seem reasonable. a
Polish architect, believed that an average of 25 men were required to transport a block
weighing one and one-half tons. Therefore, at a time when Egypt's population was
probably no more than one and a half million people, including women and children, he
estimated a workforce of 60,000 men outside the construction site and as many as
300,000 inside. Of course, Architects believed that the population of Egypt during the
early pyramid age to be five to ten million people. Yet modern research has
demonstrated that as few as eight to twelve men could have actually pulled a 2.5ton
block over an even, lubricated (by water) surface, and twenty men could have drug such
a block up a lubricated gradient from the quarries to the Great Pyramid.
Such a significant project like that would have seen the pharaohs of that period,
unknowingly draw on the basic principles of project management.
They would have had to:
 Justify the reasons for the Project – The ruling class may have had a solid
reason for constructing these massive tombs in the shapes of pyramids. Historians
posit that the peculiar design was to help the structures withstand the elements and
the test of time.
 Plan for the Project – They would have needed to develop elaborate plans for
the pyramids, the architects would have given an estimate of how much material
would be needed for construction and plans would have been made on where to
source those materials from.
Those in charge of constructing these tombs would have anticipated several risks and
made changes to accommodate those risks as it is evident in the various modifications
that took place through 5 dynasties.
Fast-forward centuries later where projects are bigger, trans-national and much more
complex; project managers are now relying on collaborative management tools to help
them stay more organized and efficient.
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 Role of Management in The Great
Wall of China:
 Research from different Articles and Management Institutes:
According to different articles and management institutes, The Great Wall stands as a
marvel of China's ancient construction achievements. To better understand China's
modern practices for realizing projects, the authors traveled to China on two occasions
for a period totaling six weeks. This article reports their findings of China's contemporary
project management practices, findings based on observations of actual projects and
conversations with professors and students of management as well as professional
practitioners. It explains the nature of China's traditional project management practice,
and describes the state of the country's current labor market and infrastructure. It also
describes the cultural qualities that most significantly affect Chinese projects,
particularly in regard to manager performance and project scheduling. It then details the
country's effort to develop a new system for planning and implementing projects, a
system based on a model practiced by the United States Government. It also discusses
Chinese projects in relation to project quality and project cost. Accompanying this article
is a table comparing the project attributes used in the United States with those used in
China, attributes that are categorized into seven sections: project purpose, financing,
procurement of materials, labor, contractor relationships, project manager authority,
and project meetings.

 My Opinion and Personal Research:

According to my opinion and some personal research, I cannot state whether the Great
Wall of China had a dedicated project manager or not. However, if there was a project
manager, their role would have been to oversee the entire construction process,
including planning, resource allocation, budgeting, and scheduling activities. They would
have been responsible for ensuring that the construction was completed within the
specified timeframe, within budget, and met the required quality standards. They would
have also managed the communication between various stakeholders involved in the
construction process, including engineers, architects, laborers, and government officials.
Additionally, the project manager would have been accountable for identifying and
mitigating risks that could impact the progress and outcome of the project.
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