and the Development of Management Sciences
FEATURED PAPER
By Prof. Dr. M. F. HARAKE
MESOS Business School (France)
GBSB Global Business School (Malta)
CEREGE Research Laboratory, University of Poitiers (France)
Abstract
The fields of Project Management and Management Sciences have significantly shaped how contemporary organizations function, innovate, and respond to complexity. Project Management offers structured frameworks for planning, executing, and monitoring projects, while Management Sciences employ quantitative models and analytical tools to strengthen decision-making. This paper examines the historical evolution of both disciplines, the ways in which they intersect, and their combined influence on organizational efficiency, innovation, and global collaboration. By merging practical project methodologies with scientifically grounded decision frameworks, organizations can enhance resource allocation, risk management, and performance assessment. The discussion highlights not only the contributions of these fields across both private and public sectors but also the challenges they encounter in rapidly changing technological and organizational environments. The paper concludes by underscoring the ongoing relevance of their integration in shaping future organizational success and advancing societal development.
Key Words: Project Management; Management Sciences; Organizational Efficiency; Decision-Making; Innovation.
- Introduction
The development of modern organizations has been shaped by growing complexity, globalization, and an ever-pressing need for innovation. Within this context, Project Management and Management Sciences have emerged as two essential disciplines that underpin organizational success. Although they differ in focus, both share a common purpose: to enhance efficiency, support informed decision-making, and enable organizations to achieve strategic goals in an increasingly dynamic world.
Originally linked to engineering, defense, and construction, Project Management has evolved into a widely applicable framework for planning, executing, and evaluating projects across diverse industries. Its roots can be traced to Frederick W. Taylor’s (1911) principles of scientific management, which emphasized efficiency and systematization, and to Henry Gantt’s (1910s) scheduling charts, which remain influential today. The field became formalized in the mid-20th century with the introduction of techniques such as the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), initially applied to large-scale defense and engineering initiatives (Kelley & Walker, 1959; Malcolm et al., 1959; Kelley, 1961). The later adoption of standardized frameworks, including the Project Management Body of Knowledge (PMBOK Guide) (PMI, 1996) and the UK’s PRINCE2 methodology, elevated project management from a set of tools to a recognized profession. In the 21st century, organizations increasingly view project management not merely as operational oversight but as a strategic capability essential for innovation, digital transformation, and organizational change (Turner, 2008).
In parallel, Management Sciences, often referred to as operations research or decision sciences, emerged to bring scientific rigor and quantitative methods to organizational problem-solving. Its origins lie in World War II, when teams of scientists applied mathematics, probability, and statistical modelling to optimize radar operations, logistics, and military planning (Churchman et al., 1957). Following the war, these methods were adapted to industrial and commercial contexts, giving rise to linear programming (Dantzig, 1947), simulation techniques, and decision theory. Today, Management Sciences support critical areas such as supply chain optimization, forecasting, and business analytics, providing organizations with robust tools to operate in uncertain and globally interconnected environments (Hillier & Lieberman, 2021).
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How to cite this work: Harake, M. F. (2025). The Impact of Project Management and the Development of Management Sciences, PM World Journal, Vol. XIV, Issue XI, November. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/11/pmwj158-Nov2025-Harake-Impact-of-Project-Management-and-Development-of-Management-Sciences.pdf
About the Author
Prof. Dr. M. F. HARAKE
Poitiers, France
Prof. Dr. M. F. HARAKE is a management professor based in France. He currently serves as the Assistant General Manager and Dean of Academic Affairs at MESOS Business School (France). In addition, he is the Manager of the Research Center at GBSB Global Business School (Malta). He is also affiliated as an Associate Research Fellow at the CEREGE Research Laboratory, University of Poitiers (France). Prof. Harake’s research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments. His academic and professional contributions focus on bridging strategic theory with high-impact practical execution, especially in volatile and complex contexts.
He can be contacted at mfharake@mesos-bs.com
To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/
