The purpose of this paper is to examine the current issues of project management. In the 21 Century, there are swift clear of hard system approach to project management to soft factors, the demand for strategic thinking in project management (Buttrick, 2000), new success factors (Atkinson, 1999) and project management uncertainty (Ward & Chapman, 2003). Broader project management theory and intensive research efforts are also a trend in the area (Winter managed network Provo & Smith, 2005). line break line break line break line break human beings were carrying out projects of the Ancient World (Kwak, 2003). Shift from one tribe to construct huge buildings like the pyramids, the projects were a dominant element of the story. Understood not long ago incorporated into the projects that they needed methods and procedures to make these projects in order to manage them more efficiently. To address this need, researchers and practitioners worked together to create a new concept, which was formed to "project management". According to the PMBOK definition of "project management is the application of knowledge, skills, tools and techniques to meet activities from project to project." (A Guide to Management Body of Knowledge, Project 2004). There are many different views in the literature about the birth of project management. Maylor (2005) mentions that "Project management in the way that we understand it today did not exist until 1950" and Wideman (2001) tracks the first application of project management in the British Institution of Civil Engineers report on the UK after the war, the national Development first published in 1944.

Since then there have been many changes. "The hard systems approach, which treats the project as a mechanical activity has been shown that defective" (Maylor, 2005). The soft skills in project management are more and more attention because it is now clear that "the ability to apply these skills effectively for the entire life cycle of a project depends on the success of a project to increase exponentially" (Belzer). Despite its perfect understanding of planning, scheduling and controlling, have projects that have a high rate of failure. Belzer points out that "fail more often they, because the project manager is able to communicate effectively within the organizational culture of the work, motivate the project team, manage stakeholder expectations, understand the business goals, solve problems effectively and make clear and informed decisions. " To address these problems in the 21st Century requires a project team built a series of soft skills like "communication, team development deal, flexibility and creativity, leadership and ability to handle stress and conflict" to develop. (Sukhoo et. Al, 2005).

In addition, the project requires a stronger management strategy orientation. "More than 80 percent of all problems at the project level are due to failure at a board level caused the company to provide clear policy and priorities" (Maylor, 2001). The approach suggests that Maylor is very different from the traditional connection between strategy and projects, as he proposes a "coherent, coordinated, focused, strategic competence in project management, which finally provides a source of competitive advantage." This two-way methodology, organizational and project strategy is concerned, is shown in Figure 1. For a better understanding of the project strategy, it is also a need to analyze "the experience from past practices, policies during the pre-project phase parallel courses events during the project implementation and ideas about the post-Project Future" (Mats Engwall, 2002). line break line break line break line break moreover, Maylor highlights a change in the project success criteria of compliance with performance. In 1960, project managers try to only in relation to the documented specifications of the project, while the ongoing projects need real power. In other words, the success criteria of the 21 Century, as Maylor appear to be as short as possible changes, as cheaply as possible and enjoy a maximum degree of customer satisfaction. Other academics today means much simpler view of the success criteria that are only in keeping the customer satisfied (Ferguson, 2005), in contrast to the 90 years ended in the face just the project on time and within budget is aligned.

Changes in risk management are also one of the hot topics of project management in the new century. Ward (2003) propose the term "uncertainty management" and recommends that a "viewpoint focusing on" uncertainty "rather than the risk could enhance project risk management." Adams has an interesting perspective on risk, as he describes it as "a reflexive phenomenon - we react to perceived probabilities and sizes, so to change it", a definition that differs from traditional quantitative risk analysis. Green women nor the context of risk management and includes the customer. He believes that "the process of risk management only makes sense through the active participation of the customer project stakeholders." In his view, there is a new method for assessment of risk management that "depends less on probabilistic forecasts and more to the need for a viable political coherence within the client organization to ensure."

The conventional theory of project management consists of a narrow focus on projects as a unique and totally separate units of work. But recent projects tend to be integrated smoothly into the overall context of the organizations to "develop the" management of project portfolios "and" program management ", the more strategic direction" to do the right projects, "" (Winter & Smith, 2005). It is undisputed in the literature that the theory of project management, more research is needed. Koskela and Howell (2002) suggests that the theoretical basis "was implied and it is based on an incorrect understanding of the nature of work in projects and inadequate definitions of planning, execution and control." In their view, an enhancement of project management with new methods and techniques are not performed with a robust theoretical background. As a result, there is a trend put more efforts in research and rethinking of the way, the "body of knowledge", it is written, complex projects that actions are better documented.

As a conclusion we could use the words of Jones, DT (2005) that "Project management is no longer about managing the sequence of steps to complete the project on time," writes. He adds that "it is systematically incorporating the voice of the customer, creating a disciplined way of prioritizing effort and solution trade-offs, working simultaneously on all aspects of projects in multi-functional teams."

References

1. A Guide to Management Body of Knowledge, 2004, 3 Edition, Project Management Institute

2 Project. Adams, risk assessment for THES and Policy, Cambridge University Press, [Electronic]

3. Atkinson, 1999, Project Leader: to accept money, time and quality, two best guesses and a phenomenon, its time for other success criteria, International Journal of Project Management Vol 17, No. 6, pp. 337 ± 342, [Electronic]

4 . Belzer, Project Management: Still more art than science, [Electronic]

5. Buttrick, 2000, Project of Training, 2nd edition

6. Engwall, 2003, no project is an island: linking projects to history and context, Research Policy 32, pp. 789-808, [Electronic]

7th Ferguson, 2005, First tutorial on Strategic Management, full-time MSc in Project Management, Lancaster University

8. Green, Towards an integrated script for risk and value management, Department of Construction Management & Engineering, The University of Reading, UK

9. Jones, 2005, foreword to book Maylor Project Management, FT Prentice Hall, UK

10. Koskela & Howell, 2002, is the underlying theory of project management, outdated, Project Management Institute, [Electronic]

11. Kwak, 2003, The Story of Managing Projects, Quorum Books, [Electronic]

12. Maylor, 2005, Project Management, FT Prentice Hall, UK

13. Maylor, 2001, Beyond the Gantt Chart: Project Management Moving on, European Management Journal, Vol 19, No. 1, pp. 92-100, 2001, UK, [Electronic]

14. Sukhoo, Barnard, Eloff, Van der Poll Accommodating Soft Skills in Software Project Management, Issues in Information Science and Information Technology, University of South Africa, Pretoria, South Africa, [Electronic]

15. Ward, 2003, Transforming project risk management into project uncertainty management, International Journal of Project Management, vol.21, pp. 97-105, [Electronic]

16th Wideman, 2001, Criteria for Project Management Body of Knowledge, [Electronic]

17. Winter & Smith, 2005, 'Rethinking Project Management, Making Sense So Far: Emerging and Future Research Directions "Rethinking project management (EPSRC network 2004-2006), [Electronic]

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