www.ijemr.net ISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962 251 Copyright © 2016. Vandana Publications. All Rights Reserved. Volume-7, Issue-1, January-February 2017 International Journal of Engineering and Management Research Page Number: 251-255 Review of Project Management as a Tool for Project Success Dr. Amit Bijon Dutta AGM Civil and Structural’s, Mecgale Pneumatics Pvt. Ltd., N65, Nagpur, INDIA ABSTRACT The majority of the projects we hear of in media are either more thanthe budget, late or are simply not good enough and still different group of people claim that those projects have been successful. Nor the practitioners nor the academicians appear to agree on what constitutes project accomplishment. In spite of all that is acknowledged about project management most excellent practices, they are time and again absent from typical construction projects. This has motivated in developing a tool to assess construction project management practices, focusing on the assessment and evaluation of individual project practices. Project Management is used as a tool in all resources and discipline in project to accomplish the goal of the project. Keywords:Project, Project Management, Planning, Assessment, Time, Cost, Quality I. INTRODUCTION As the big businesses have shifted from restrictedlocal environment to global environment, the competition is more concentrated and complex. Each and every company needs to get better and build up its system in order to be in commandand be able to compete with its competitors. Project management is applied to smooth the progress of the organization to ensure that the project has completed within budget, on time and meet customer expectation. Project manager needs to think about and consider the risks that happen in a project, duration of the project, and the factor that can bring success to the project. Project management (PM) is a very importantpowerfully built discipline within the construction business. Yet, our experience is so weak that PM practices continue to be humdrum, particularly among project owner and organizations. Contributing factors to poor PM practices or failure are: 1) Project organizations are ignorant of scope description, classification and their PM practices compared to the best prevailing practices, 2) Project organizations are unaware and sceptical about the significance offered by various PM practices and also lack in communication, and 3) Be deficient in of suitable project management competencies. II. UNDERSTANDING OF A PROJECT AND PROJECT MANAGEMENT Understanding the conception of a project has developed significantly in the most recent decades. For a extensive time, projects were considered as unique tasks .It was then realized in the mid 90s that projects are temporary organization that has a specific budget and time frame. Cleland (1994) stated that projects are building blocks of planned implementation, i.e. projects produce the beneficial changes essential for organisations. At the present time, projects are only one of its kind tasks, transitory organizations and strategic building blocks at the one time. The task of project manager has developed in accordance with the perceptive of conception of project success.Previously, when projects were defined as exceptional tasks, project managers were believed to focus on the process of the project, thus managing the operational process considering the project results, and the time and cost constraints. At the same time, as the understanding of the conception of a project widened, the role of the project manager also got highly developed. The management of stakeholders and the delivery of the beneficial change became part of his/her responsibility. Now a day, the most significant roles are as follows: planning the projects, implementing the plan, managing stakeholders and delivering the beneficial. Thus project management can be well thoughtout as an application of knowledge, skills, tools, and techniques to project activities to meet up the project needs (Project Management Association 2006: 24).