The volume and complexity of Project Management (PM) raises many questions for managers. What exactly are we managing? People? Performance? Efficiency? Effectiveness? Cost? Time? At what levels do projects become challenging and worthy of significant management attention? Can some projects be left on auto-pilot? Must others be managed more aggressively? What metrics are useful in Project Management? How can they be integrated with normal performance metrics in the organization? How can metrics be built into assessment programs that work? How can projects be monitored, re-planned to stay within the original budget and schedule deadlines? How good is the PM software support? Do we really need PM software packages or it should be the integral part of the company’s information system (IS)? Where is the knowledge about company’s previous projects and performance? Are we able to establish company or even industry wide standards for project management? Can we (or should we) move from the PMBOK® guidelines and use other approaches?
We discussing important questions in PM: software products, responsibilities for concurrently executing several projects (multi-projects) with multi objectives and multiple deadlines, introducing a need for initiation, design, execution, and control using a virtual project management and application of the organizational project maturity model.