More projects, less time: why managing them well makes all the difference
Behind the growing centrality of project management lies a profound transformation in the competitive landscape: greater variety, shorter life cycles, and less room to correct poor decisions along the way. In this scenario, the distinction between processes and projects remains useful, but no longer sufficient. Projects are not merely temporary, one-off activities: they often arise to create new processes or improve existing ones, and in many cases they incorporate established routines. For managers and companies alike, the issue is no longer whether to invest in project management, but how to do so systematically, because competitive advantage and organizational continuity increasingly depend on this capability. An excerpt from the third edition of the book “Project Management – An integrated approach to methodologies and behavior” by Marco Sampietro.
