## 2 State of Knowledge  
Over recent decades, research on project management has developed and become a popular topic in various studies. Project management has been defined as the application of tools, techniques, knowledge and skills to the activities of the project to be able to meet expected project success criteria at a certain time [6]. The Project Management Institute (PMI) is an international society for project managers and a non-profit professional membership association for the profession of project management [7]. Their standards are the most widely recognized ones in the profession for project, program and portfolio management. The institute develops standards and hosts training seminars and online courses, and the number of people receiving certifications from the PMI continues to increase [7]. The PMI's standards for project management are included in the _Project Management Body of Knowledge (PMBOK(r))_, which describes in detail the characteristics of project management and is therefore well suited for research. In this study, the authors apply the 6 th edition of the _PMBOK_ as reference. It must be noted that since the study was executed, the 7 th edition of the _PMBOK_ has been published--in the late summer of 2021. The new version does not include the knowledge areas used in this research. _PMBOK 7 th edition_ is focused on principles rather than processes. However, the \"Summary of Changes\" section of the 7 th version of the _PMBOK_ states that: \"Nothing in this edition of The Standard for Project Management or A Guide to the Project Management Body of Knowledge negates alignment with the process-based approach of past editions. Many organizations and practitioners continue to find that approach useful for guiding their project management capabilities, aligning their methodologies, and evaluating their project management capabilities. That approach remains relevant in the context of this new edition.\" [7]. The new _PMBOK_, with its radical changes, does therefore not deem the traditional approach redundant for the type of research presented in this study. _PMBOK 6 th edition_, includes a collection of guidelines, terminologies, processes and best practices that are accepted as standards in project management [8]. The _PMBOK_ process framework consists of 5 process groups, 10 knowledge areas and 47 project management processes [8]. To name some examples, Scope Management is a particular knowledge area on defining, managing and controlling a project's scope, including what is and is not included in the project. To give an example of a process group, we give Planning--developing a detailed plan that outlines how the project will be executed, monitored, and controlled. It includes processes such as scope planning, schedule planning and cost planning. Another example of a process is Risk Identification, which involves identifying potential risks that could impact the project and documenting them for further analysis and management. To clarify, a project management process group is a logical grouping of processes to accomplish specific objectives regarding the project. The five process groups are the initiating process group, the planning process group, the executing process group, the monitoring and controlling process group and the closing process group [8]. The initiating process group consists of processes that either define a new project or define a new phase of an existing project by receiving authorization to start a new phase or project. The planning process group is about establishing the scope of the project, determining its objectives and planning the course of action to be able to achieve the desired outputs. The executing process group includes the processes that are performed to finalize the work described in the planning process group to achieve the right requirements. The processes needed to track the performance and progress of the project, as well as initiating changes if needed, are included in the monitoring and controlling process group.