How generic are project management knowledge and practice ?
the results of phase I
At the heart of managing projects is a complex paradox: Projects are widely considered unique endeavors, yet the effort to implement a project usually involves using a generic set of standardized practices. This article examines the complexity involved in relying on standardized practices to manage projects, focusing on conflict of using generalized processes to realize unique endeavors. In doing so, it identifies three types of standards and overviews the literature on the benefits and the problems involved in standardizing project management practices and in implementing these practices to manage projects. It then outlines the responses to a survey that the authors administered to 352 project managers, a survey that examines the generic nature of practitioner knowledge and practice of project management.