Switching to Modern Project Management (MPM) is an inevitable action for all organizations that deal with planning or project execution. Growth of project-oriented organizations during the last 40 years, based on the Harold Kerzner’s classification, is divided into three eras: traditional, renaissance, and modern. In this theoretical framework, all organizations including project-oriented, non project-oriented, and hybrid organizations in each era, need specific purposes and methods in planning and managing projects. In this regard, different results may be predicted. Effective management style in each era has also clear distinction respect to the other eras. In this paper, by means of conducting an empirical research, theoretical developments in project management in nine large Iranian project-oriented organizations mostly operating in the field of oil, gas, and petrochemical industries, has been examined. Studies show that the necessity of applying appropriate criteria in decision making, and problem solving based on suitable performance reports, as two critical indices, is sufficiently understood while some structural difficulties and power conflicts are real problems in the dimension of authority relations in the organizations. The result of this research shows that there is an overall status of organizations located in the passage of renaissance to modern era.