Project ManagementA project can be defined as a major, one-of-a-kind undertaking, limited in time, aimed at an objective, which requires the commitment of different 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 specific purpose". A project has a single set of objectives and when these objectives are achieved, the project is completed. Therefore a project has a finite and well-defined lifespan. Furthermore, management must have a very clear idea of ​​what these objectives are so that there is no doubt as to when the project will be completed. The words project and program can be considered synonyms. However, the two words have had different acceptance depending on the industry involved. The Department of Defense and its aerospace and electronics customers prefer to use program management. Construction, public works, and product industries prefer the term project management. There is a growing acceptance of the differentiation between a "project" and a "programme", as a program is usually much broader in scope, is task-oriented and is not necessarily time-limited. A program, however, can include a series of projects. The success of the project depends on selecting the right person as 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 project manager's job. Unlike the functional manager who has power through position in the hierarchy and direct authority over people, the project manager usually only has positional power which usually comes from approval of the role by top management. However,…middle of the paper…they are the same line managers. Many of these saw an attempted shift from the "traditional supervisor" to the "first-line manager", who was supposed to embody a new management style that included employee engagement, development and communication. It is also worth noting that Clark (1993) found that technical change also led to increased involvement of line managers in employee relations issues. Furthermore, in relation to devolution, Bevan and Hayday (1994) found that line managers were not adequately consulted about the devolution of responsibilities and, consequently, were unclear about their roles. In any case, they were reluctant to take on personnel-related responsibilities because they felt that they were really the work of the personnel function. This, in turn, meant that many HR departments were reluctant to delegate responsibilities down the line.