Introduction
From time to time, various attempts have been made to enunciate ‘Principles and Practices’ of project management. However, there appears to be no consensus on either the principles or the practices of ‘acceptable’ project management, nor does there appear to be much documentation of any ‘theories’ of project management either supporting these principles and practices or derived from them. Thus, the foundation of the project management discipline appears to be somewhat weak.
On the other hand, there is a wealth of literature researching projects to determine what people do in project management, followed by conclusions drawn, as well as a wealth of advice on ‘How to do it better’ (practices). However, since few projects appear to pre-define their product success criteria, the results of these projects may be good, bad, or indifferent. Hence, some of the conclusions drawn may be questionable.
What appears to missing is a set of fundamental project management principles as a basis for comparison. This paper is an attempt to address this gap.
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