Conclusion
It could be expected that projects are managed and therefore that
management theory would apply to the management of projects but
this research has revealed that the commercial nature of the origin
of management and the industrial nature of the origin of projects
has kept these two theories on separate paths.
Of particular interest has been the discovery that neither management
nor project management, despite their importance to society and
longevity of application, have to date not been ascribed professional
status. That is to say no formal accredited body represents the
"profession" in either case. If one is to consider that these
two occupations are responsibly for practically all of wealth production
and consumption, then greater is the surprise that no governing
body exists.
Development of economies, businesses or people must be seen in a coordinated
holistic manner where improved efficiency means more work for people, not less.
Careful consideration should be given to applied technology in first world economies
with high and increasing consumption while population diminishes, as opposed
to third world economies with low consumption, increasing population and unemployment.
Education is of pivotal importance to improve efficiency of man and machines.
However, what is required is not education in academia, but in skilled methods
of production.
The development of the business has progressed along two parallel paths over
the past one hundred years. Business processes, the mechanics of the organisation,
chain of command and human behavioural processes: "I-think, I-speak, I-do" have
developed equally but have, like the tracks of a railway, never actually met.
The historical divergent nature of management and project management, has to
be converged by the future needs of both to become recognised professions.
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Project
Management
