History & Trends

History & Trends

Celebrating 30 years of ethical leadership and excellence

We are proud to announce that Integrated Project Management Company (IPM) is celebrating its 30th anniversary. This milestone completes more than a quarter of our journey toward the achievement of an ambitious and selfless goal: to celebrate our 100th anniversary. Our successes and sustainability would not be possible without the deep dedication and commitment of each and every IPM family member who has cared deeply along the way. To them and to our 400 loyal clients who have relied upon our performance and trusted our honesty and integrity, we are most grateful. Most importantly, we are grateful for God's many blessings along the way. There is no doubt that His grace and guidance has continually strengthened our resolve to make a positive difference in this world through this family we call a company and through our work, which is our vocation.

Our Beginning

When we opened the doors to Integrated Project Management Company, Inc. (IPM), project management was scarcely understood and even less considered as a profession. At the same time, too many companies struggled due to inefficiencies and an inability to execute reliably. The company founder saw a need for high-performance project management, with the process, discipline, and leadership to assure execution of critical initiatives. With this in mind, C. Richard Panico identified a business rationale for developing a company whose core competency would be professional project management. In 1988, Integrated Project Management Company Inc. became a reality.

Age of Development

During the late 1980s and the ‘90s, the interest in the science and art of project management continued to increase, which resulted in dramatic improvements in the processes and systems that had become the tools of the trade. Through its steady growth and a new-found professional credibility, the Project Management Institute was a major contributor to the repository of knowledge; meanwhile, project management itself rapidly became less of an assignment and more of a profession. During this time, IPM continued to refine its role within the discipline, developing industry best practices and refining the tools we created.

Still, through the ‘90s and into the 2000s, some organizations viewed their PM tools as potential miracle solutions to poorly managed projects. In other instances, project managers became schedulers, meeting coordinators, and note-takers. While these responsibilities are necessary and valuable, they are conventional duties that can be learned by most. As a professional project management consulting company, we’ve focused on shaping the perception of our service, including our ability to lead complex, cross-functional projects within unique environments and cultures. We set ourselves apart with courage, tenacity, and the ability to inspire - attributes of our leadership. Project management tools alone cannot drive successful projects, but dedicated leadership can.

Future Leadership & Transformation

As we look forward to the years ahead, organizations will need to collaborate effectively to dramatically improve processes, synchronize functions, and create nimble cultures that inspire innovative ideas and convert them into competitive advantages. We refer to this as Progress Management, the highest level of project management. Companies will have to embrace a transformational approach – one that assumes that change will not only be constant, but essential to survival and sustainability – to move them to higher levels of performance.

As we move forward, IPM will master transcendent change; that is, change driven as much by innovation as by continuous improvement. The innovation will not only be applied to technology and processes, but to behavior and the socialization of the company. This is the future of Integrated Project Management, as an enabler of progress within the most complex organizations.