MOTIVATION FOR THE RESEARCH

        HBR or Review of Harvard Business, in 1959, published an article regarding PM; Paul O. Gaddis’s The Project Manager (Gaddis, 1959). Project manager’s role and the type of training for project management were described by him (Ireland & Cleland, 2006).

        In the 1960s, the traditional PM was established in America and NASA's Department of Defence (T. Mayer, Wald, &Gleich, 2008). Based on the evaluation of tough projects, a number of standards were developed. That is why a variety of different standards and methods of project management are globally used at present. With their inconsistency, the present requirements of PM are fulfilled (T. Mayer et al., 2008). In terms of complicated project management, linearity, as it has been utilized, is not a sustainable solution and it indicates that the traditional PM isn't valid for complicated project management.

        Managers of the project should understand that not everything is capable of being handled in PM. Traditional PM's fault is that managers can not only control and predict but also understand a specific environment. And the concept of empowerment with respect to an individual should be converted into PM (L. Crawford, 2013).

        At present, managers often seem to express their surprise when projects don't end up how they want. Since the publishing of 1959 article of Gaddis, PM has been a concept of various conferences and books but the estimated rate of failure of each project is more than thirty percent and overall, seventy-five percent don't achieve success (M. Frank, Sadeh, &Ashkenasi, 2011).

        For this, an important reason has been attributed to complication and it has been predicted that increasing virtualization, internationalization, and even globalization of projects cause it (Scheiter, Scheel, & Klink, 2007), occurring due to the consequence of rising customer heterogeneity and dynamic nature of markets (Friedli, Werani, Thaler, Stieneker, &Kickuth, 2006).

        Other researches predicted issues that would emerge in PM over the next ten years. In accordance with the IBM survey of 2011: "The essential CIO" seemed to state that almost 3,108 or fifty-seven percent managers expect a powerful increment in changes and complication in projects till almost 2017. And in PMO leaders' Gartner survey, thirty percent expect that most important modification requests for the leadership of different complicated programs which drive certain objectives (Swanson, 2012).

        Actually, this trend is correlated to the revolution in IT or information and technology that took place over the recent years. At present, the systems which were closed are connected with others, serving to raise the complication. For instance, more competition is forced by the organization as the Internet is utilized by consumers in comparing and searching for businesses selling similar services and products (Sargut& Gunther McGrath, 2011). Since the advancement in IT changed the whole globe business by offering smarter, cheaper, and faster solutions, processes of business became even more complex. For surviving in a changing environment, organizations began to create partnerships, consortia, and alliances with regulatory entities, competitors, important political groups, consumers, and suppliers (Hass, 2007; Thamhain, 2013). In projects, the ambiguity level rises as more organizations or people are involved and as these mergers introduce different kinds of technologies (Thamhain, 2013). Generally, it is impossible to forecast the result of systems which are complicated. Although relationships can be determined in some complicated processes, strategies and planning are less dependable since a past behavior might not take place this time (Sargut& Gunther McGrath, 2011).

        It is significant for the project managers to be ready for the projects of the 21st century that seem to require more inflexible budgets and aggressive schedules of time. In addition, contemporary projects' requirements are poorly understood and often ambiguous (Hass, 2009). For increasing the effective completion, both the complication and project management have to be studied. Relationships have to be determined and it is significant for the proposals to be created which would allow better management of all complicated projects which are moving forward. 

        To summarise, it can be said that the typical perception is that in a project, anything can be predicted and controlled (L. Crawford, 2013). But the increasing virtualization and globalization of projects seem to cause a correlative increment in the complexity while mirroring markets' dynamic nature (Scheiter et al., 2007). Additionally, academic and practical researches have affirmed that the prime issue being faced by project managers is their inability of recognizing the complexity and its signs at early stages (T. Williams, Klakegg, Walker, Andersen, & Magnussen, 2012). Seemingly, this leads to unsatisfactory results and at present, several organizations attempt to handle complication with module structure's utilization on different products but it is also important for managers of the project to be prepared for 21st-century project's unique demands (Hass, 2009).