The history of the development of project management theory: from classics to agile approaches

Comprehensive analysis of the evolution of theoretical and methodological foundations of project management focuses on studying the historical development of the discipline, starting from classical approaches (such as Gantt charts and network planning) and ending with modern agile and hybrid models (Agile, Scrum, organizational ambidexterity), both in the context of global standards (PMI, IPMA) and within domestic practice. The main task is not only to trace this evolution but also to identify its dependence on technological changes, primarily digital transformation. Special attention is paid to a deep analysis of the factors contributing to the successful implementation of digital projects. In this regard, the research goes beyond traditional management metrics (time, budget, quality) and concentrates on alternative, poorly managed factors that critically affect the outcome. Such factors include cognitive biases of the manager and the team (for example, planning fallacy or confirmation bias) and the level of uncertainty inherent in a highly dynamic digital environment. Thus, the subject of the research encompasses the transition from rational, plan-oriented theories to models that consider the irrationality of the human factor and the instability of the external environment. A historical-analytical approach is used to systematize the stages of the evolution of project management (from Gantt to Agile). Bibliometric and structural-logical methods have been employed to analyze scientific works, standards (PMBOK), and differentiate between classical and agile approaches, as well as to assess success factors. Theoretically, the necessity of transitioning from the analysis of classical success factors to the study of alternative, irrational factors as a central vector for the further development of project management theory in the context of time "compression" and digitalization is substantiated. For the first time within a single study, domestic and foreign experiences in the development of theory are systematized, showing a direct relationship between the emergence of agile methodologies and the need to ensure organizational ambidexterity, the ability of the organization to simultaneously exploit existing resources and seek new opportunities in uncertain conditions. A hypothesis has been formulated and substantiated that increasing the effectiveness of digital initiatives can only be achieved through the development of methods aimed at minimizing the impact of cognitive biases and actively managing decision-making styles, which opens up a new interdisciplinary direction in project management science.

project management, digital project, Gantt chart, network planning, PMBOK, IPMA, Agile, organizational ambidexterity, cognitive biases, PMI