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The organizational agenda method is undoubtedly a mechanistic approach to human work, which probably constitutes a limitation for this kind of methodology. However, this study does not lead to a “mechanizing” approach to organizations as concepts. On the contrary, it highlights that the phenomena of iteration, adaptation, and knowledge processing are salient in project management, which flourishes in knowledge-rich environments. Conversely, in knowledge-poor environments, or in environments of series production, organizational regularities are much more important. The models and definitions of concepts currently in use are insufficient to clarify the control systems in knowledge-intensive environments. The organization defined as a knowledge processor leads us to review our definitions of functions such as management control and the involvement of actors such as the management controller.