The Underlying Theory of Project Management Is Obsolete

Abstract

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or outcomes as implied in the body of knowledge) observed in project management practice, that this foundation is obsolete and has to be substituted by a wider and more powerful theoretical foundation.

Project manager insights: An analysis of career progression

“…This set of competencies appears to be ideally suited for taking a project plan and executing it. Since the PMBOK framework places more emphasis on planning, monitoring and controlling rather than execution (Koskela & Howell, 2002), the interview themes suggest that project managers are selected, or evolve into the role because of the individual skill and experience of the project manager with respect to execution of work.…”

“…The story shared in so many interview summaries was consistent with the career trajectory of entering a company, taking on more responsibility, and learning how to get things done in a more or less unintentional career path. Koskela and Howell (2002) suggested that the paradigm of "project management as planning" and "project management as dispatching" was the implicit underlying theoretical framework for project execution-and that this theory base has natural limitations. These limitations are a result of the fact that plans never fully align with the reality of how projects unfold.…”

Structure-based System Dynamics analysis of engineering design processes

“…However, they may not apply as readily for complex hardware systems (Boehm & Turner, 2003). (Lévárdy & Browning, 2009) Lévárdy & Browning (2009 argue that the assumptions underpinning the conventional models and tools for engineering design process planning and control do not always hold (Koskela & Howell, 2008;Winter et al, 2006), and that these models could extend their capabilities by accommodating more dynamism and flexibility. (Lévárdy & Browning, 2009) Oehmen et al (2015 argue that current strategies for managing uncertainty do not justice to the types of uncertainty and variety of information quality regarding the uncertainty we encounter in complex projects.…”

An exploration of the extent to which project management tools and techniques can be applied across creative industries through a study of their application in the fashion industry in the North East of Scotland

“…Whilst lack of will to plan might be viewed negatively, some project management research indicates that an overly rigid and planned approach may fail in situations where greater flexibility and open mindedness is required, (Koskela and Howell, 2002).…”

“…In their research, Koskela and Howell (2002) identify three types of goals which project management should achieve: product goals which centre on production; internal goals which are concerned with efficiency and adoption; and finally those which relate to the needs of the customer, for example quality, reliability and flexibility. The latter in particular can be seen as relevant to the creative industries and fashion more specifically.…”