A project control system aims to minimize the gap between project planning and project execution in order to achieve project aims, i.e., cost, time, and content. This paper reviews the current literature on project control systems. The first part provides an overview of the nature and importance of project control. The second part deals with current project control tools and techniques, followed by a discussion on the advantages and disadvantages of these systems.

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PurposeThe purpose of this paper is to highlight the need of a methodological training framework for project management office personnel.Design/methodology/approachWorking closely with hi tech corporations whose main line of business is based on projects, the paper presents an integrative training approach supported by managerial commitment to improve training effectiveness.FindingsThe paper concentrates on qualifying the project management office personnel to facilitate the project's aims and objectives. The paper concludes with a high level prescription for developing a project management training methodology.Practical implicationsThe paper highlights the need to establish a well‐defined way for upgrading the project management office personnel performances.Originality/valueThe article will deepen the understanding of the need for project management training.

The project management domain includes many well-defined methodologies such as the Project Management Body of Knowledge: PMBoK (Project Management Institute, 2008). On the other hand, project failures rate is quite high (Woolridge, Hale, Hale, & Sharpe, 2009). An interesting question is: Does using these methods improve project performances? This paper reports on a study that was performed to investigate the added value of using a project management methodology versus an intuitive managing approach. The results indicate that the project performances improved by using a systematic approach.

While traditional project management advocates sticking to a baseline plan (composed of budget, schedule and specifications) this paper suggests a new planning approach that includes re-evaluation and optimizes the project's value while allowing strategic changes in the project scope, budget and schedule. The proposed optimization allows taking into account not only the project, but also the long term impact of changes on cash-flows, product reliability, firm reputation, and customer satisfaction. Such changes are not part of the traditional project management approach of sticking to the baseline and eliminating a scope creep. Such a new approach enables dealing with many important changes that occur during long term projects. This is particularly important in projects with large amount of uncertainty where new knowledge is revealed or discovered during the project lifespan, and significant events occur that impact the project or its deliverables. The paper analyses the factors that make this approach desirable and the type of projects where this approach would be especially attractive.

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