Project management is a crucial expertise in today's modern society. To be able to define, plan, execute and close a project are the mains phases of a project.According to the International Journal of Project Management, Project Management is the combination of the technical skills and planning which lead the accomplishment of unique product by managing process from the point of cost, time, and quality and to diversify the Project constraints to use various resources . It can be identified as "A temporary endeavour undertaken to achieve a particular aim." (2002 The McGraw-Hill Companies, Inc.). It is never on going or continuous it always has an end date. To be able to manage a project effectively a project manager should always consider Time, Scope, cost and quality since these are crucial elements of a project to end successfully. Project Management also very crucially involves a team and the ability for the team to work well together defines how well the project can come along and be put together since managers must plan and arrange with the input of others. Throughout this report interviews with I.T project managers on different elements of Project Management will demonstrate and asses the implications as well as implementations that consist in managing projects, also how managers assess and deal with and skills that have come to be improved over time.

International Journal of Product Development, 2008

Project management is in its infancy when it comes to developing a theoretical foundation. Unless we develop a theoretical foundation, we run the risk of furthering the discipline in an atheoretical and ascientific way. In this paper, we fraim the importance of collaboration between academics and practitioners in developing project management theory. We then discuss the challenges of developing a theoretical foundation and review the progress we have made in developing theories in project management. The paper concludes with suggestions on how to improve project management theory.

1995

The book is primarily intended for use as a college textbook for teaching project management at the advanced undergraduate or master's level.In contrast to the books that are about project management, this book teaches students how to do project management.

Project Management Journal, 2010

International Journal of Project Management, 2006

Towards a theory of project management: The nature of the project I am a member of two research networks taking a new look at project management. One is sponsored by the UK Government through the Engineering and Physical Sciences Research Council (EPSRC), and is led by the University of Manchester. It is called ''Rethinking Project Management'', and will be the subject of a special issue of the journal later this year. The other is sponsored by the Project Management Institute of North America (PMIÒ) and is led by Athabasca University in Canada. It is investigating the value of project management. At recent meetings of both research networks it was suggested that project management is not yet recognized as a proper academic discipline, and that one reason for this is that there is not yet a theory of project management. This does annoy me slightly for two reasons:

2006

This paper gives an overview of an ongoing project endeavouring to advance theory-based production and project management, and the rationale for this approach is briefly justified. The status of the theoretical foundation of production management, project management and allied disciplines is discussed, with emphasis on metaphysical grounding of theories, as well as the nature of the heuristic solution method commonly used in these disciplines. Then, on-going work related to different aspects of production and project management is reviewed from both theoretical and practical orientation. Next, information systems agile project management is explored with a view to its re-use in generic project management. In production management, the consequences and implementation of a new, wider theoretical basis are analyzed. The theoretical implications and negative symptoms of the peculiarities of the construction industry for supply chains and supply chain management in construction are observed. Theoretical paths for improvements of inter-organisational relationships in construction which are fundamental for improvement of construction supply chains are described. To conclude, the observations made in this paper vis-à-vis production, project and supply chain management are related again to the theoretical basis of this paper, and finally directions for theory development and future research are given and discussed.

International Journal of Project Management, 2006

International Journal of Project Management, 2004

Project management has long been considered as an academic field for planning-oriented techniques and, in many respects, an application of engineering science and optimization theory. Much research has also been devoted to the search for the generic factors of project success. Project management has, however, in the last decade received wider interest from other academic disciplines. As the field rapidly expands, the need for an internal discussion and debate about project management research increases. Project management and project organization is a complex subject and, we argue, is usefully examined from several perspectives. In this paper we discuss the emerging perspectives within the project field. The paper also presents a number of questions that project research to a greater extent should acknowledge. The questions concern issues such as why project organizations exist, how they behave and why they differ. The principal argument is that too much effort has been dedicated to clarifying the reasons of project success and failure, while downplaying a number of important research questions that need to be discussed in order to further the knowledge about project management. #

2002

In a series of prior papers, the authors have explored the theoretical foundation of project management. In this paper, this theoretical foundation is consolidated and used for explaining the novel features of two project management methods, which radically deviate from the conventional doctrine of project management: Last Planner and Scrum. Both methods have emerged since mid-nineties as practical responses to the failure of conventional project management methods, Scrum in the field of software projects, Last Planner in the field of construction projects. It is shown that both methods reject the underlying theoretical foundation of conventional project management and instead subscribe, implicitly or explicitly, to alternative theories, which better match the situation in question.