Large-scale engineering projects have traditionally dominated the subject of project management. Today, however, project management has become a core business process for most organisations. This paper argues that the academic subject and many of the practices have lagged behind this change. Particular problems are identified with the role of strategy and planning, the units of assessment, the planning process itself and the body of knowledge of the subject. An alternative view of project management is proposed based on an integrative model and areas for further development are identified