Project management is the fastest growing form of management in the world. “Over the next ten years, the need for project managers will expand faster than the demand for workers in other occupations. According to a recent talent gap analysis conducted by Anderson Economic Group (AEG), there are excellent job opportunities and career growth for project managers in the 11 countries studied: Australia, Brazil, Canada, China, Germany, India, Japan, Saudi Arabia, United Arab Emirates, United Kingdom, and United States (Project Management Institute [PMI], 2017). The project management-oriented workforce is predicted to rise by 33%, or almost 22 million new employments, by 2027, in seven project-oriented industries.”  explained Dr Taryn Bond-Barnard.
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Project managers work in a large variety of different industries of which Construction and IT are frequently mentioned, but Facility Management (FM) is an area that also employs many project managers. The FM discipline involves the management of existing buildings and equipment of organizations over the entire economic spectrum and the whole lifecycle of a facility. Facility managers can be seen as operations managers and project managers that specialize in the management of facilities of all organizations that own or use facilities, especially facilities in the built environment. They ensure that the facility contribute optimally to the strategic goals of the organization.
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H. Steyn & R. Schnetler

The number of projects a person can handle simultaneously is a relevant factor in strategic planning and in project portfolio management. Internationally the de facto standard seems to be that a person should not work on more than two or three projects simultaneously; but several factors could influence this figure. Empirical evidence indicates that, in some South African sectors, people tend to work on many more than two or three projects simultaneously. In this paper, factors that influence the number of projects a person can work on are identified so that they can be investigated in further studies.
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Herman Steyn

In this paper traditional project management methods such as PERT and CPM as well as fast tracking and systems approaches viz. concurrent engineering and critical chain are reviewed with specific reference to their contribution to reduce the duration of the execution phase of engineering projects. Each of these techniques has some role to play in the acceleration of project execution. Combinations of approaches are evaluated by considering the potential of sets consisting of two different approaches each.
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