While I have been working as a project manager on large-scale ERP-related endeavors for quite some time already, I recently asked myself whether the job of the project manager really is that different from the job of a general (line) manager.
If the differences are rather marginal (as I actually do hypothesize) then I am asking myself why we as project managers are in dire need of competency frameworks and the like, if general managers actually perform their job decently well without such frameworks. Or is it fair to say that general managers would do way better on the basis of a formal management framework?
To make a long story short, are you aware of any (academic) work that has been done in this regard, for example:
* Comparing the roles of (identifying the differences between) project manager versus general manager,
* Comparing the efforts of managing a going-concern versus a project, or alternatively
* Comparing the functional domains (Scope, People, Contracts, Procurement, Risk, etc.) to be managed by a general manager versus the ones to be managed by a project manager
Read Max Wideman’s answer at: MaxWideman.com