With over 30 years of experience in project management across various industries, I’ve observed that many organizations lack a clear understanding of what project management truly entails or how to seamlessly incorporate it into their operations. Project Management offers a structured framework for initiating, planning, executing, monitoring, controlling, and closing projects. While credentialed project managers commonly define it this way, the reality is that many people struggle to grasp the full scope of what this entails or why these five phases are critical. For those unfamiliar with the discipline, project management is often mistaken for a simple planning exercise rather than a comprehensive set of processes involving detailed methodologies and requirements. This misunderstanding contributes to project management being one of the most misinterpreted and misapplied practices, largely due to a lack of clarity on its proper implementation within organizations. Furthermore, many are unaware that these processes are universally adaptable and can be leveraged across various industries to enable the structured execution of change initiatives.
The five processes within project management are essential to the overall approach because, when executed effectively, they significantly increase the likelihood of successful project outcomes, resource management, budgeting, and analytics.
The five processes are as follows:
1) Initiating—which involves creating charters, obtaining approvals, and confirming the start of the project.
2) Planning—which outlines how each aspect of the project will be assessed, designed, and executed.
3) Monitoring/Controlling—which includes tools that track the progress of project components and overall management, as well as identifying necessary adjustments if course corrections are needed.
4) Execution—which entails implementing all the work outlined in the management plans.
5) Closing—the final phase that addresses any outstanding items, makes final decisions, and ensures all project objectives are met. Within each process, there are specific knowledge areas that provide tools, techniques, and deliverables to ensure that every phase of the project is executed with accuracy and efficiency.

These processes are thoroughly outlined in the sixth edition of “The Guide to the Project Management Body of Knowledge (PMBOK Guide),” commonly referred to as the “Bible” of project management. Authored by credentialed Project Management Professionals (PMP), this guide serves as a valuable resource for project managers on how to manage projects effectively. The latest version is now in its seventh edition, reflecting a shift towards more focused areas that prioritize effective and efficient project management based on principles rather than merely processes, emphasizing outcomes over deliverables.
Nevertheless, many organizations that understand the use of project management continue to utilize the five-process approach due to its straightforwardness in managing and aligning project initiatives. Additionally, there is “The Standard for Project Management,” this section within the PMBOK Guide, provides a comprehensive overview of project management and its essential components that influence project outcomes. As a credentialed PMP, I have leveraged these tools not only to earn my credentials but also to continue to utilize them as resources to ensure I deliver project management at an expert level in line with these standards.
Tailoring tools and methodologies to specific projects allows teams to optimize efficiency, improve communication, and achieve better outcomes. Some project management methodologies include Traditional/Waterfall, which is outlined in the description above and is the most utilized methodology. It follows a sequential approach with defined phases: initiation, planning, execution, and closure.
Next would be Agile; A flexible, iterative approach focused on incremental deliveries (e.g., Scrum, Kanban). Then there is the Hybrid; which combines aspects of both agile and waterfall to balance flexibility with structure, this is also a very popular method that is utilized within the technology space. Some project management methodologies are better suited than others depending on the nature of the project, industry, team dynamics, and specific goals. Each methodology has strengths and weaknesses, and its effectiveness depends on the context in which it is applied. The “best” methodology isn’t universal—it’s about matching the right approach to the right project context. The best methodology is the one that aligns with your project’s goals, industry requirements, team capabilities, and risk profile. Combining methodologies (e.g., Agile and Waterfall) can balance flexibility with structure, adapting to both dynamic and stable project elements. Organizations often refine their project management approach through trial and adaptation to discover what works best.

I aim to help create a space where organizations can gain a deeper understanding of project management as a comprehensive approach to driving successful change initiatives. By providing education, we can shift perceptions to see project management not just as a tool, but as a holistic strategy for delivering results across the entire project lifecycle.
This misunderstanding of project management processes, combined with the common belief that project success is solely defined by being “on time” and “on budget,” often influences incorrect perceptions of project management. As a result, teams tend to organize their project management processes around these concepts. However, as discussed earlier, there are five processes involved in project management, not just two, and neither of these phases are included in those processes.
Change is a natural part of an organization’s business life cycle, and such steps often require organizations to reevaluate how they integrate project management into their operations. While the implementation of project management processes does not necessarily require a formal Project Management Office (PMO), a PMO—a centralized department responsible for overseeing project management practices—plays a key role in ensuring projects align with the organization’s strategic goals. The primary purpose of project management is to provide a structured approach for organizations to implement change, gain stakeholder buy-in, encourage adoption, and manage risk. This is often facilitated by a skilled project manager. A PMO offers support, and guidance, and establishes standards for project management processes, methodologies, and tools. A PMO can be particularly beneficial for organizations facing challenges such as low project success rates, difficulty aligning projects with strategic objectives, inefficiencies or inconsistent practices, rapid growth, or an increasing volume of projects. By establishing a PMO, organizations can enhance project outcomes, optimize resource utilization, and ensure their project portfolio aligns with long-term strategic priorities.
Without clear guidance, operational tasks can sometimes be mistakenly treated as projects, leading to inefficiencies. Having a Project Management Office (PMO) can help an organization differentiate what constitutes a project versus what does not by providing standardized definitions, frameworks, and criteria for project evaluation. A PMO can ensure everyone in the organization understands the definition of a project: as defined by its characteristics, projects are temporary efforts with a defined beginning and end, unique deliverables, and specific objectives. Non-project work is routine, ongoing operational tasks or processes (e.g., day-to-day maintenance, administrative work) are classified as non-project work.
This clear distinction helps avoid confusion about which efforts should follow project management methodologies. The PMO develops criteria to determine whether an initiative qualifies as a project, such as scope and objectives: does the work have specific, measurable goals? Timeframe: is the effort temporary, with a defined start and end date? resources: does the work require a dedicated allocation of resources (time, budget, team)? deliverables: does the work result in a unique product, service, or outcome? Efforts that meet these criteria are classified as projects, while others are classified as operational or support activities.

When we discuss the misunderstanding of project management processes with or without a PMO, we have to include a discussion on the role responsible for overseeing the project management process. While 80% of organizations may have a formal PMO, fewer than 50% of their projects are managed by professional or credentialed project managers proficient in the project management process (Wellintone, 2021). As the field of project management grows, project managers with Project Management Professional (PMP) credentials continually refine their knowledge and skills to support and execute projects. Professionals in this field can also gain significant experience by managing projects within their particular industry or area of expertise. Organizations will hire or outsource project managers due to their experience or credentials, enabling them to concentrate specifically on managing organizational change initiatives.
To earn a PMP credential, you must pass a 3-hour & 50-minute exam with 180 project management-related questions, 3-5 years of project management experience, and complete 35 hours of project management training (PMI, 2024). The certification exam requirements emphasize the expectation for credentialed project managers to exhibit advanced proficiency in project management. Therefore, even if an organization lacks a clear understanding of how to effectively implement project management, hiring a credentialed project manager can guide them toward gaining the knowledge and insight needed to successfully introduce project management practices. Several project management certifications can be obtained by anyone interested in mastering their skills as a project manager including, CAPM (Certified Associate In Project Management), PMI-ACP, (Project Management Institute – Agile Certified Practitioner), CSM (Certified Scrum Master), are few different project management credentials that can offer organizations the expertise they need at various levels.
When properly implemented and managed by a skilled project manager, project management becomes a powerful process that drives successful project outcomes. Project management should be recognized as a discipline requiring a person with specific skills and knowledge, which is often indicated by credentials. While anyone can learn and apply project management principles, having a credential signifies a mastery of these processes. Organizations often face staffing challenges and resource constraints during change initiatives due to the overuse of their internal staff to support these efforts. This occurs when they assign internal staff—who already have primary responsibilities—to take on project management as a secondary duty. Research has shown that a significant percentage of internal staff are working in dual roles to accommodate project management. We must shift the organizational culture to reduce or eliminate the reliance on internal staff who do not have project management as their primary responsibility. Staff with operational responsibilities such as supervisors, or team leaders and executive leadership such as Chief Information Officer (CIO’s) or CFO’s Chief Financial Officer) are expected to act as ad-hoc project managers, this dynamic can cause confusion and delays in timelines and reduce the quality of the project deliverables. These staff members are expected to maintain their daily operations while also managing internal projects when they would be more effective as subject matter experts (SMEs) rather than project managers. This shift in overutilization behaviors may help to reduce burnout and improve employee morale.

Clearly define roles and separate operational responsibilities from project management tasks, strengthening project execution while enabling internal staff to focus on their expertise areas. This will improve productivity by allowing employees to concentrate on their core roles while the project manager handles coordination and delivery. Organizations can invest in project management training for key personnel or hire certified professionals to lead initiatives. This will increase project success rates and minimize disruptions to daily operations. Leveraging external consultants or contractors for more complex or high-stakes projects to supplement internal capacity. This will free up internal staff to focus on strategic and operational priorities while ensuring project goals are met. Introducing project management tools (e.g., MS Project, Asana, Trello or ClickUp) and structured processes to streamline communication and task tracking may help to reduce the administrative burden on staff and enable a culture of efficiency and transparency. Organizations can better illustrate the need for cultural change, by demonstrating the value of dedicated project management roles and practices to ensure sustainable success and minimize employee strain. This will create a culture where project success is driven by expertise and accountability, reducing reliance on non-PM staff.
Here are some suggestions on how organizations can enhance their selection process for project managers, leading to employee support, better project outcomes, and overall success.
- Define Clear Criteria: Establish specific qualifications and competencies for project managers, including both technical skills and soft skills such as communication and leadership.
- Emphasize Relevant Experience: Prioritize candidates with proven experience in managing similar projects within the same industry or sector, ensuring they understand the specific challenges and dynamics.
- Consider Credentials: Look for candidates with recognized project management certifications, such as PMP, or Scrum Master, or those interested in pursuing their credentials, which indicate a foundational knowledge of project management principles.
- Include Behavioral Interviews: Implement behavioral interview techniques to assess how candidates have handled past challenges, focusing on their approach to teamwork, conflict resolution, and adaptability.
- Involve Stakeholders: Engage relevant stakeholders; Executive Leadership; CEOs, CFOs, COOs, Functional Managers or Department Heads; IT managers, Marketing Directors, Operations Managers, Human Resources (HR), Project Sponsors, and End Users in the selection process to ensure that project managers align with team dynamics and organizational culture.
Project Management is far more than delivering projects “on time” and “on budget”; it is a strategic discipline that drives organizational success by fostering collaboration, innovation, and efficiency. Creating cultural change begins with recognizing that internal staff are most effective as Subject Matter Experts (SMEs) in their specialized roles, not as ad-hoc project managers. To support this shift, organizations can establish a Project Management Office (PMO) to provide centralized oversight, standardized processes, and a consistent framework for project execution. Alternatively, or in addition, leveraging external project management resources can bring specialized expertise and fresh perspectives to complex initiatives, reducing strain on internal teams. By empowering dedicated project managers—whether internal or external—to lead initiatives, organizations ensure streamlined processes, improved outcomes, and a focus on core competencies. This approach cultivates a culture of accountability, efficiency, and collaboration, setting the foundation for long-term success.
India M. Brown, MBA, PMP, is a distinguished business owner and entrepreneur, she is the CEO of PMPHASE, a leading project management consulting firm based in Indianapolis, IN. With over 30 years of experience in project management, she has successfully led more than fifty (50) IT projects, achieving a remarkable 99% success rate.