Introduction Project management plays a foreground role in the utilization of organizational resources and achievement of the organizational goals. Project management inculcates processes, activities, systems, structures and people in the organization. It determines how the interplay between the mentioned factors contributes to the success of this organization (O’Connell 1994). This study highlights the various issues that are cardinal for effective and efficient project management within the context of GCGDA. Project management in GCGDA’s perspective can be defined as an organizational function that integrates basic management elements such as organizing, controlling, planning, and coordination with strategic management practices. As such, project management provides the opportunity to the organization to expand, improve performance and ensure increased service delivery in games related issues (Project Management Institute 2000). The element of improvement, as touched in this case, implies that project management has inherent characteristic of change. Every aspect of project management must come with change which may influence the size, structures, systems, and activities within an organization. Project management has also been defined as the process which entails coordination of management, setting of organizational priorities, and support initiatives aimed at delivering benefits to a business entity. This definition incorporates the fact that projects may be range of single management activities or a portfolio of business activities aimed at improving the performance of the entity (Murray-Webster& Thiry 2000). Project management involves different scenarios that depend on the nature of the organization. For instance, in a program based organization, projects are managed in order to achieve the strategic objectives of the business. Such organizations operate several projects at the same time where every department has its own separate responsibilities. The role of the project manager in this case is to ensure that all projects are aimed at achieving the overall strategic objective of the organization. The overall project manager delegates duties to the various heads of departments and coordinates their activities (O’Connell 1994). The other scenario is a multi-project entity where programs are handled from a consolidated perspective. The projects in this case are also operated simultaneously. However, not all of them contribute to the objectives of the organization. The failure of one project does not affect the performance of other projects in the organization since they are not are not related, however, they share the same resources and may be managed by one project manager. This scenario can be applied to the GCGDA context where several project goals can be pursued. For example, currently the entity is working on a project to include wrest lining in 2014 Olympic Games, while at the same time organizing the venue for the games. The duty of the project manager in this context is to assess the performance of every project and determine the amount of resources that are required for each project (Project Management Institute 2000). Every project within the context of GCGDA is expected t