In attempt to increase organisational performance in terms of project completion, some project companies place emphasis on the development and implementation of process protocol and best practice strategies. However, others are of the argument that successful project management is more of the project manager's leadership and interpersonal skills than the techniques and tools to be applied. This study identifies the problem of project failure as a result of ineffectiveness and incompetency in the use of human resource. Consequently, the thrust of this study is to investigate Project Management in terms of People and Processes. The major objective of this study is to determine the extent to which human factors such as interpersonal and leadership skills affect project performance. With the aid of the Yameni's statistical formula, a sample size of 142 respondents was gathered from construction companies in Warri and Effurun metropolis of Delta State, and data generated were analysed using simple percentage distribution on a five point Likert scale and t-test statistical technique. The result indicates that human factors such leadership skills affect project performance, mismanagement of resources affect project performance, It was found out that successful project management depends more on people than process. That is, Project Management is more of People. Based on the findings, this study concludes that People cannot be overemphasized in project Management. In other words, Project Management is more of People than Processes, despite the fact that the two are important. The human factor is a very crucial element in achieving the organisational objective. On the other hand, process cannot manage people, but people do manage process. This alone gives people superiority to processes in project management. Based on the findings, this study recommends that management should pay more attention to the human side of the enterprise; especially in project management. Key areas in managing people such as motivation and good leadership skill should form part of organisational culture. Finally, project managers should not deviate from approved procedure or processes to ensure successful project execution.