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.

Proceedings of the PMI Research …, 2002

In prior literature, it has been generally seen that there is no explicit theory of project management. We contend that it is possible to precisely point out the underlying theoretical foundation of project management as espoused in the PMBOK Guide by PMI and mostly applied in practice. This foundation can be divided into a theory of project and a theory of management. We link theories to the body of knowledge by comparing prescriptions derived from theory to prescriptions presented in the PMBOK. Secondly, we show, by a comparison to competing theories and by an analysis of anomalies (deviations from assumptions or outcomes as implied in the body of knowledge) observed in project management practice, that this foundation is obsolete and has to be substituted by a wider and more powerful theoretical foundation.

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.

Project Management Journal, 2006

This paper provides avenues for a broader engagement with the conceptual considerations of projects and project management with the aim of creating new possibilities for thinking about, researching, and developing our understanding of the field as practiced. Attention is drawn to the legacy of conventional but deeply rooted mainstream approaches to studying projects and project management, and implications of the specific underpinning intellectual tradition for recommendations proposed to organisational members as best practice project management. The identified concerns and limitations are discussed in the context of project management evolution where taken-for-granted advantages of project management as a disciplined effective methodology and its popularity are reexamined. The paper sheds light on a variety of voices from both scholarly and practitioner communities that have attempted to respond to this paradox and move the field forward. Taking issue with conventional labels of p...

We hereby certify that this Dissertation submitted by Slobodan Mijailovic conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfilment of the Dissertation requirements for the degree of Master in Project Management. Approved: Dissertation Advisor Date 3 CERTIFICATION STATEMENT I hereby certify that this paper constitutes my own product, that where the language of others is set forth, quotation marks so indicate, and that appropriate credit is given where I have used the language, ideas, expressions or writings of another. Signed 4 Abstract Organisational transformations are among the most complex and demanding types of projects, because their scope is the change of the host organisation itself and of the ways its people conduct daily work. The statistics show that only about a third of all the transformation projects globally can be considered successful, which is one of the reasons scholars and practitioners increase their attention and research upon the subject. The author's experience of managing the corporate transformation program in Serbian company Victoria Group confirmed the importance of customized project management approach and necessity of inclusion of other disciplines, such as change management, to this approach. The existing literature reveals numerous attempts of creating universal models which would successfully response to the challenges of organisational change projects, supporting the mentioned necessity of combination of project management and change management theory and practice. There is however a scarcity of studies about organisational change projects in the challenging environment of Serbian post-transitional economy, which is limiting the potential of benchmarking. The author believes that this study will contribute to this end and initiate the interest for further research on this exciting field of project management in this region of Europe.

International Journal of Managing Projects in Business, 2012

Purpose-The purpose of this paper is to review the content and contributions of the book by Morris and Hough entitled The Anatomy of Major Projects: A Study of the Reality of Project Management. The paper explores the major findings and contributions in the book and by so doing, highlights opportunities for future research and links the findings to emerging areas of interest. Design/methodology/approach-The paper presents the main ideas in the book along with a number of important issues to project management theory and the management of large projects, including success, success factors, and the use of case studies to capture the actuality of project work. Findings-The paper demonstrates that Morris and Hough addressed many of the concerns related to major projects and uncovered the implications of researching the success of projects, offering new insights and understanding related to the dynamics of projects and the temporal nature of success (and failure). Practical implications-The primary implication is to demonstrate the value of revisiting the classic contributions in project management and re-reading the findings and conclusions. Originality/value-The author is especially interested in the ideas presented in the book that relate to success and to major projects, as well as with researching the actuality of projects through case studies. Many of the findings and insights remain relevant and would inform today's debates. Previous research has given limited attention to the insights presented in this book published 25 years ago.

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.

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: