Introduction

Abstract

In this chapter, we systematically try to understand the genesis of the debate on the understanding of project management as an Art or as a Science. In doing so, we go back to the evolution of project management as a faculty and the current practices today. We also question the perspectives from the limitations that we see in the project experiences across the world. To keep the focus, we stick to business perspectives first, and methods later. We try to evaluate the approach from an action perspective rather than a reporting perspective. Two important introductory components that are touched upon here are Consulting Connoisseurs models on (a) the types of project environments and (b) the classification of projects (types of projects). Limitations of the conventional literature only emphasize the need to have a better system to structure and leverage from the definitions of project environments and the projects. We question the usability of the classification system from the perspective of the project manager who is in the field / on the job. In order to make such exercises more meaningful, we define alternative frameworks for both the project environments as well as the project classifications. In the process, we have also delved into the distinction between the two approaches: project environment versus project itself. The Ownership Model for Classifying Project Environments, introduced in this chapter, touches on the way project environments drive the success of a given manager in a given project/environment. The Business Abstraction Based Model for Projects defined in this chapter typifies projects by helping the project manager understand the broader controls associated with the project contexts. The chapter opens a vast range of potential perspectives that the project manager could develop for his specific situation. We also touch upon the use and misuse of stereotyping in such applications.