This chapter argues that the road forward for studies into human resource management (HRM) in an increasingly projectified landscape of work and organization is to move beyond the concept of ‘project-based organization’ that has dominated the stream of research. It discusses the limitations with the project-based organization concept for studies into HRM and suggests that we instead turn our focus to traits of work and organization that become accentuated by projectification. Drawing on previous research, a set of such traits are proposed: temporariness, cross-functionality, and blended workforce. The chapter uses empirical illustrations of three project workers and their project work settings to describe and discuss these traits, variations in their expressions, and how they affect central aspects of HRM. It contributes with a critical view of the dominantly project-based rhetoric in previous project management research on HRM and provides an alternative for future studies. It also contributes to the articulation of a set of salient traits that come with projectification and that are also game changers for HRM. Finally, the chapter highlights the need for HRM systems to be not only contextual but also inherently responsive to variations within and across organizations with regard to these traits.