The principles of a new project management model have been tested for the past 20 years. This project management model utilizes expertise instead of the traditional management, direction, and control (MDC). This new project management model is a leadership-based model instead of a management model. The practice of the new model requires a change in paradigm and project management structure. Some of the practices of this new paradigm include minimizing the flow of information and communications to and from the project manager [including meetings, emails and documents], eliminating technical communications, reducing client management, direction, and control of the vendor, and the hiring of vendors or personnel to do specific tasks. A vendors is hired only after they have clearly shown that they know what they are doing by showing past performance on similar projects, that they clearly understand how to create transparency to minimize risk that they do not control, and that they can clearly outline their project plan using a detailed milestone schedule including time, cost, and tasks all communicated in the language of metrics.

Project management has struggled with delivering low performing construction and information technology (IT or ICT) projects. Approximately 60% of construction projects are over budget, over schedule and have low customer satisfaction. The IT industry reports even worse performance for their projects. IT projects seem to be far less defined, leading to increased complexity. Documentation shows that companies do not have a successful methodology to track their performance and thus there is a lack of documented performance information to identify if their project management methodologies are delivering high quality and efficient projects. A literature research was performed on the most used Project Management (PM) methodologies worldwide. These PM methodologies were then compared based upon their characteristics and performance information to identify the most successful methodologies. The analysis of the results revealed that only one methodology had proven performance metrics on over 90% of its projects.