In the past, the project method was primarily confined to a few industries, in particular to construction, engineering, and defense.  In recent years, this method of organizing work has evolved into the central task of all middle managers, even to the point that it has become the keystone of the modern organization. Paradoxically, the sharp increase in the popularity of the project method has been accompanied by an increasing dissatisfaction with project results. Researchers and practitioners alike have recently called into question the validity of many assumptions behind the prevailing project management theories, exemplifying the adage that “nothing is as dangerous as a bad theory” (and that bad management theories are destroying good management practices).

At the center of these theoretical shortcomings is the unfounded assumption that projects should be managed rather than led. In this approach, project managers are expected to perform according to plan, with minimal changes, rather than coping successfully with unavoidable changes so as to meet the real needs of the customer. The appropriate assumption suited to our dynamic environment is that successful project management requires strong leaders who are capable of coping effectively with uncertainty and change. By stressing the managerial aspects of projects, the prevailing project management theories fail to recognize the significance of leadership and thus contribute to over-managed and under-led projects.