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In this paper are discussed new roles of project managers that are caused by different projects and different project management methodologies, used to manage these projects. With a brief recollection of the basic roles and tasks of traditional project managers, it was pointed out the new roles and tasks of project managers that correspond to the specific characteristics of certain groups of similar projects. This is particularly noticeable for project managers who manage software development projects using agile methodologies, but also for some other specific project groups.

At the present time, it is impossible to imagine a successful business without the use of information - communication technologies. The application of project management in the management of ICT projects respects the same basic principles and concepts of project management, as well as with other types of projects, however, it is necessary to analyse certain types of IT projects and their specific features, and to choose and adapt appropriate methodology for the management of certain types IT projects. In this paper, special attention was devoted to software development projects, their specificities, challenges that are in front of the participants in this process, as well as methodologies for managing projects, which can be used to overcome difficulties and achieve better results.

In this paper we analyze contemporary managerial positions such as program manager, project portfolio manager, crisis manager and others. The idea is to promote managerial positions in Serbia, which is quite unjustifiably undervalued, primarily because of the lack of knowledge in the field of management and other issues related to management education.

This paper analyses the applicability of well-known risk management methodologies in energy efficiency projects in the industry. The possibilities of application of the selected risk management methodology are demonstrated within the project of the plants for injecting pulverized coal into blast furnaces no. one and two, implemented by the company US Steel Serbia d.o.o. in Smederevo. The aim of the project was to increase energy efficiency through the reduction of the quantity of coke, whose production requires large amounts of energy, reduction of harmful exhaust emission, and increase productivity of blast furnaces through the reduction of production costs. The project was complex and had high costs, so that it was necessary to predict risk events and plan responses to identified risks at an early stage of implementation, in the course of the project design, in order to minimise losses and implement the project in accordance with the defined time and cost limitations. [ABSTRACT FROM AUTHOR]