Project is a common method used to deliver a change. A high degree of variety is embedded in projects for how to define their scopes and deliver the expected products or results. Many organizations run a broad set of projects and programs, and assign many project managers with different project management (PM) backgrounds. By that, technical and non-technical problems are more likely to occur during a project planning and executing phases. For resolving such issues, concerned companies dedicate particular efforts whereby projects are managed through a common project life-cycle model. That may result in some benefits such as managing many projects in higher and more structured performance. However, determining and measuring values related to PM lack research agreement (Thomas & Mullaly, 2007), and therefore, it is helpful to stand at different cases to study how the value obtained from using common PM approach and generic processes is perceived. This report is used as a review to the benefits that different organizations obtain from creating or adopting common project life-cycle models and generic PM processes.