This paper describes the methodology and results of a research effort that identified the project management research published in English since 1960. An annotated bibliography was created of 3,554 articles, papers, dissertations, and government research reports. Trends were identified in each of the nine A Guide to the Project Management Body of Knowledge (PMBOK® Guide) knowledge areas. A workshop was conducted with experienced practitioners to help interpret the identified trends and to predict future directions for project management research.

This article describes problem-based learning (PBL) at the subsystem level, namely, the application of PBL in a project management course that empowers student teams to solve problems in nonprofit organizations. Faculty members teaching in project-based disciplines can employ the authors' approach to introduce PBL and document its effectiveness, possibly using this to move their university toward system-wide PBL. Faculty members teaching in other disciplines can adapt portions of the authors'approach to their courses. This article explains the course objectives, the project selection, the deliverables, and how students direct their own learning. The authors describe their assessment process in which expert judges evaluate completed projects and award a prize to the best team project.

■The role of the executive sponsor in achieving project success is important, yet rarely Successful project execution is an organizational priority. Contemporary approaches to project management often involve senior executives who act as project sponsors. Executive project sponsors provide the necessary resources to a project and are ultimately responsible for delivering results (PMI, 2013a; PMI, 2013b; PMI, 2013c; PMI, 2013d). Although such sponsors may have monetary control over projects, they almost never have enough time to manage them personally (Englund & Bucero, 2006); thus, the questions of what specific behaviors an executive sponsor should engage in and when to ensure project success are critically important.Historically, there is a dearth of research addressing the specific behaviors that constitute a successful executive sponsor. Executives serving as project sponsors could be more effective if they knew what behaviors lead to desired results at different stages of project completion (James et al., 2013). Recently, research has both identified behaviors that constitute the role of the executive project sponsor and evaluated the extent to which such behavior affects the dimensions of project success during these stages (Kloppenborg et al., 2009; Kloppenborg et al., 2011; Kloppenborg et al., 2012; Tesch, Kloppenborg, & Manolis, 2011). Based on this previous work, the present research aims to answer two specific, important, and previously unanswered questions: (1) Over the duration of a project, does the relative importance of compulsory executive sponsor behavior vary significantly at different stages of completion? And, (2) Over the duration of a project, does the relative importance of project success dimensions vary significantly within and across the different stages of completion? With the awareness that executive project sponsors have very busy schedules and are often pressed for time, we pose and attempt to answer these questions in an effort to understand, (1) which few executive sponsor behaviors-if any-might be potentially more important than others at various stages of a project's completion, and, (2) if any and what dimensions of project success might be potentially more significant than others within and across these stages. Next, we review the relevant literature on the role of the executive sponsor in managing projects. Literature Review The Executive Project SponsorCollecting case information on real-life IT projects since 1985, the Standish Group attributes the most important advancement in improving project success rates to an increase in the competency of the executive sponsor. This case information, known as the CHAOS research, shows an improvement in Empirical Life Cycle Stage Investigations