Dimensioning of Sustainable Project Management in Productive Sectors, Their Strategic Alignment, Emerging Practices and Implementation Tensions

Although sustainability has consolidated as a central criterion of value and performance in project management, a deep gap persists between its conceptual recognition and its effective application, making it difficult to structure and measure its real scope. Faced with this complexity, this study aims to dimension sustainable project management in productive sectors by analyzing its strategic alignment and operational trends. Methodologically, the research relies on a meta-aggregative review of 124 articles, integrating qualitative synthesis with quantitative structural analysis to decipher how the field is operationalized. Qualitatively, the results reveal that sustainability redefines project success, shifting toward the integral generation of long-term economic, social, and environmental value, contingent upon its anchoring in corporate strategy, governance, and the project lifecycle. However, quantitative analysis exposes an inherent thematic multidimensionality. The Latent Dirichlet Allocation (LDA) model identifies multiple simultaneous dimensions (entropy = 0.74), and the Principal Component Analysis (PCA) explains 27.24% of the cumulative variance. While these values align with the standard benchmarks for high-dimensional textual data, they empirically represent a highly complex and distributed knowledge structure rather than a unified theoretical framework. Consequently, while consolidated nuclei exist around management and governance, critical empirical gaps persist regarding risk integration, performance metrics, and, particularly, the circular economy. It is concluded that, although the discipline enjoys high theoretical legitimacy and growing measurement capabilities, its integration into operational decision-making remains partial. The ultimate challenge lies in articulating conceptual knowledge, tangible metrics, and strategic governance, ensuring that sustainability evolves from a declarative ideal into the inescapable, cross-cutting operational framework of project management.