Project ManagementA project can be defined as a one-off, time-bound, goal-oriented major undertaking requiring the commitment of varied skills and resources. A project has also been described as "a combination of human and non-human resources brought together in a temporary organization to achieve a specified objective." A project has a single set of objectives, and when those objectives are achieved, the project is complete. A project therefore has a finite and well-defined lifespan. Additionally, management must have a very clear idea of ​​these goals so that there can be no doubt about when the project will be completed. The words project and program can be considered synonymous. However, the two words have received different acceptance depending on the industry concerned. The Department of Defense and its aerospace and electronics customers prefer to use program management. The construction, civil engineering, and product industries prefer the term project management. There is a growing acceptance of the distinction between a 'project' and a 'programme' in that a program is generally much broader in scope, activity oriented and not necessarily time-limited. A program can, however, encompass a certain number of projects. The success of a project depends on selecting the right person as the project manager. Management means getting things done through the active support of other people. It would be difficult to find a better statement that more accurately describes the work of the project manager. Unlike the functional manager who has power through his position in the hierarchy and direct authority over people, the project manager generally only has positional power which usually comes from approval of the role by senior management. direction. However,...... middle of paper ...... it is the superiors themselves. Many of them saw an attempt to move from the “traditional supervisor” to the “front-line manager,” meant to embody a new management style that included employee involvement, development, and communication. It is also worth noting here that Clark (1993) found that technical changes also led to increased involvement of line managers in employee relations matters. Furthermore, with regard to decentralization, Bevan and Hayday (1994) found that line managers were not sufficiently consulted. on the delegation of responsibilities and therefore did not clearly know their roles. Regardless, they were reluctant to take on personnel responsibilities because they felt they really fell within the personnel function. This meant that many HR departments were reluctant to delegate responsibilities to line managers..