This thesis aims to increase knowledge about the usage and relevance of Project Management (PM) methods and tools within start-up companies, with regard to the previous work experience of the entrepreneur. The underdeveloped connection of PM and entrepreneurship will be further explored by following the research question proposed below that guides the study. What PM methods and tools do entrepreneurs apply in the process of launching the business versus the operation of the start-up, especially considering their previous work experience and contact with PM? In order to answer the proposed research question and pursue the set objectives, the thesis is structured as follows. First, the methodology within this study is represented in theoretical and practical form in chapter 2 and 4. Furthermore, the theoretical context in the field is summarized in chapter 3. The topics of traditional PM and agile PM (APM) with their characteristics and tools are portrayed; especially the latter is extensively presented in chapter 3.2 due to the need of flexibility and adaptability in the highly dynamic business environment nowadays, as well as the strong connection between APM and the IT development sector. Existing theories about the topics of entrepreneurship and start-ups are described in the subsequent chapter, whereby a focus is set on the entrepreneur itself and his or her previous work experience. To summarize the existing theory in the fields of PM and entrepreneurship a conceptual framework was created by the researchers of this study in chapter 3.4, which also serves to represent the findings of the study in the concluding chapter. The empirical findings, which are presented in chapter 5, were organized in chronological order of the conducted semi-structured, qualitative interviews with software development start-ups in Sweden. Valuable results for the research areas of entrepreneurship and PM, as well as for the practical usage in those fields could be generated. The summarized results of this qualitative study are summarized and presented in chapter 6, titled empirical analysis. The authors found out that the majority of the contacted start-ups did not plan a lot in the launching phase of the business, in fact, they did not apply specific PM tools. While the business was growing, so did its complexity, which is why the need for applying PM tools became more present. Even though no clear connection between the previous work experience of the entrepreneur and the applied PM tools could be established, it was noticeable that prior exposure to PM made the entrepreneurs more aware of the methods and tools. They specifically looked for some and used them more knowingly. Further drivers for choosing a PM method and tools were recommendations and personal research. Next to the stage and scale of the business, especially the team size, the location of the team members and their familiarity with each other appeared to influence the decision on using specific tools tremendously. In general, it could be detected in this study, that the APM framework was commonly recognized as highly valuable for start-ups and many of the respondents already follow it or want to do so in the future. Moreover, primarily only one or very few tools were applied within the start-ups to not lose track of the business development and keep everything concise.