project manager should be able to apply the same skills for managing an IT project, but there seems little evidence that project management organisations are exploring other industries to become market leaders.
To find out how a project is run and works project success must be looked at in totality to determine what are the success factors that these project management organisations want to achieve overall, ‘a successful project’. Project must be run successfully and how this success is brought about must also be researched to determine if project managers can manage projects in other sectors successfully.
It can often be easy to ask the question ‘why don’t project management organisations branch out into other sectors’ but the risk associated with the move must also be researched. It may be possible that the risk outweighs the benefits in some circumstances.
In principle the success of a project should be determined by the satisfaction of the end use, often the project owners. This argument is fundamental to this paper’s discussion. The issue of whether a manager is able to successfully move across sectors will impact their performance on each project. The converse of this argument is that those that have spent the majority of their professional career focusing on a sector will be able to offer a deeper and more specialised array of skills that will prove invaluable to the project owners. These concepts will be the foundation of the discussion of results later in the paper.
An expansion on these arguments is considered when looking into the risk associated to companies for employing individuals with various backgrounds. One consideration is that companies that employ such people will be able to react much better to fluctuation of market sector economic strengths. For example the rise and fall of technological companies in the mid 1990’s would have seen the increase of technological projects giving rise to profits and growth of project management