Recently, the fundamental assumptions underpinning project management process models have been criticized as being insufficient to support the proactiveness, innovation and creativity needed by organizations competing in dynamic markets. To address this, this paper undertakes an extensive review of the project management and corporate entrepreneurship literature to construct a theoretical Entrepreneurial Project Management model. The model presented seeks to provide a basis for practitioners to incorporate entrepreneurial elements into their projects more effectively and efficiently, as well as a basis for future academic research to explore its validity and machinations across a range of industry and organizational contexts.