Despite the importance of Human Resource Management in PROJECT-ORIENTED ORGANIZATIONS, there are not adequate studies in this field. As a qualitative study, the purpose of this research is firstly to diagnose the status of performance management and compensation system in Niroo Research Institute. Secondly, this study aims to suggest mechanisms to implement a pay for performance system. The population of this study is researchers and employees working directly in PROJECTs. We used a purposive sampling method and collected data through a semi-structured interviews. Besides the interview, we examined the organizational documents pertinent to performance appraisal. Moreover, to increase the research validity, the opinions of experts were also taken into account. Findings of the study suggest four types of appraisal: 1) employees’ annual performance appraisal as a basis for grading and annual promotion, 2) employees’ monthly appraisal for merit pay, 3) PROJECT evaluation by employer regarding the related data, and 4) the combination of individual and group performance appraisal when the PROJECT is completed and being linked to the rewards.

The present study aims to investigate ambidextrous human resource management in PROJECT-ORIENTED ORGANIZATIONS. This research is applied and employs a mixed-method approach, combining qualitative and quantitative methods. The statistical population in the qualitative section consists of 14 experts and scholars in the field of ambidextrous human resource management in PROJECT-ORIENTED ORGANIZATIONS. They were selected using the snowball sampling method, and semi-structured interviews were conducted until theoretical saturation was achieved. Subsequently, qualitative thematic analysis and text coding were performed. The validity and reliability of this section were assessed based on credibility criteria, including member checking (interviewees’ verification), data triangulation, negative case analysis, and transferability assessment. Next, using the treasury technique, five experts were asked to rank various aspects, including the characteristics of PROJECT-ORIENTED ORGANIZATIONS, organizational ambidexterity components, and the dimensions and functions of ambidextrous human resource management in PROJECT-ORIENTED ORGANIZATIONS, within the treasury network structure and based on a 7-point Likert scale. The treasury network evaluations were conducted for different PROJECTs, and the rankings were presented separately, showing the average scores of PROJECTs across various domains such as exploration, exploitation, and human resource management. The PROJECTs with the best performances were identified. The "Persian Gulf Star Refinery" PROJECT demonstrated the best performance in ambidextrous human resource management, whereas the "Chabahar-Iranshahr-Zahedan Railway Design and Construction" PROJECT ranked the lowest.

Many ORGANIZATIONS and companies are looking for solutions to create regular and formal processes for PROJECT management, which leads to more organization of the organization in conducting current PROJECTs in terms of time, budget and quality level. Description of tasks and goals can be based on the needs and characteristics of a variety of ORGANIZATIONS, from setup and deployment PROJECT management office was expected. The most important expectation from the PROJECT management office is to create regular and integrated processes for PROJECT management in the form of a PROJECT management unit's methodology. The present research also using the research done to identify and explain the dimensions which is the ORGANIZATIONS guide for the use of PROJECT management offices. Dimensions are identified as requirements for the implementation of the PROJECT management office PROJECT model. In this research, the importance and necessity of the PROJECT management office firstly state and after express theoretical and conceptual models PROJECT management office, PROJECT management office structure will be described. Then the conceptual model of the research presents and the elements of the conceptual model will be explained. Research data was collected through library and online studies and for confirmation of the model, a questionnaire of the Likert spectrum was surveyed from the organization's experts. In order to analyze the data, One of the military research ORGANIZATIONS has been selected as the case study. Using Spss software, first the assumption of normal variables was tested using the Kolmogorov-Smirnov test and then using the T-Student test, the status of each of the components of the PROJECT management office was evaluated. The approved components of the PROJECT management office presented with the three main components of planning (PROJECT portfolio), delivery (Plan and PROJECT) and the center of excellence and in the form of 17 sub-components.

PROJECT-ORIENTED ORGANIZATIONS are one of the emerging organizational forms that are formed around PROJECTs and teams. These ORGANIZATIONS have dynamic boundaries and fields of works, in which the number and size of PROJECTs of the organization are constantly changing. In this regard, the managers of these ORGANIZATIONS are always faced with the issue of choosing the higher economic justification PROJECTs for their ORGANIZATIONS, as well as, resource management (including resource leveling and resources allocation) for the selected PROJECTs. In this research, a mathematical model of renewable and non-renewable resource management for self-financing PROJECT-ORIENTED ORGANIZATIONS is presented. This means that financing of the selected PROJECTs within the organization is limited to the initial capital and the incomes of the completed PROJECTs. In this regard, the PROJECT portfolio theory is used to solve the problem of the selection and scheduling of the PROJECTs within the PROJECT-ORIENTED organization considering the limitation of renewable and non-renewable resources, the existence of a prerequisite relationship between PROJECT activities, the time value of capital for financial resources and finally the application of reinvestment strategy. The multi-objective function maximizes the net present value of the investment as well as minimizes the amount of the idle renewable resources. The modeling is a mixed integer programming and after linearization of the model, the LP-metric method is used to solve the multi-objective function, and finally the results are examined on a numerical example.

In the era of new technologies, the challenges of risk management in construction PROJECTs have gained special importance due to the complexity and multidimensionality of risks. Therefore, this research was conducted using a developmental-applied method with a qualitative approach and based on the Delphi method with the aim of designing a comprehensive framework for risk management in construction PROJECTs using artificial intelligence (AI) in PROJECT-ORIENTED ORGANIZATIONS. In the first step, the initial components were extracted through a systematic literature review and content analysis of previous studies, and were modified and finalized by collecting the views of 15 experts in the field of PROJECT management and information technology. The final results of the research led to the presentation of a conceptual model with 54 main components in three important layers, in the final core (central) of which the four main risk management processes are located, in the middle layer the three supporting dimensions (technological, organizational, legal) and in the outer layer the two interactive components (stakeholder culture and supply chain management). This framework, by integrating artificial intelligence algorithms, enables real-time analysis, intelligent prediction, and adaptive response to various risks. Research findings show that the use of artificial intelligence in risk management, in addition to increasing decision-making accuracy, will lead to a strategic, systemic, and integrated improvement of risk management processes and will significantly reduce PROJECT delays and unexpected costs.

The growth and maturity of PROJECT-ORIENTED ORGANIZATIONS depends on the success of the PROJECTs, and the success of the PROJECTs depends on the resource productivity. Productivity is a dynamic variable and varies in accordance with PROJECT conditions and management decisions throughout the PROJECT. This paper examines the factors affecting productivity at the PROJECT level. Factors affecting productivity and complex relationships were identified with field studies and library research and, then, modeled using dynamic systems. After creating the model structure, the factors affecting productivity at the PROJECT level were grouped and analyzed in five general categories including PROJECT management productivity, work safety policies, human resources management policies, motivational policies, and quality policies. The evaluation of the results showed that PROJECT management had the greatest role in increasing productivity in PROJECT-ORIENTED ORGANIZATIONS.

An agile supply chain is capable of overcoming dynamic markets and environmental challenges. Therefore, the purpose of this applied descriptive-analytic research was to promote agility in PROJECT-based ORGANIZATIONS’,supply chain. The research population consisted of a number of experienced experts at Khatam Al-Anbia construction sites from whom a purposeful clustered sample of experts from five sites were selected to participate in the study. The data collection instruments included three questionnaires the validity of which had been initially confirmed by 35 experts with acceptably high Cronbach's alpha coefficient of 0/841, 0/810, and 0/792, respectively. The first questionnaire was employed in the initial phase of the study to identify effective components in agile supply chain and the second questionnaire was employed to identify the final criteria. Further analyses of the data through inferential statistics, SPSS and EXCEL software underscored five major factors and 28 components of agility of supply chain. Next, the data obtained from the third quesitonnaire were analyzed via Demetel Technique to determine the criteria relationships in agility model with Amos-18 software used for model fitting and path analysis. The selected components were categorized into four dimensions of competency, speed, and resilience and information technology. Having delineated the interrelationships among these dimensions and with agility, we obtained a supply chain agility model for Khatam al-Anbia construction site with good fit. The findings indicated resilience and information technology and their sub-components as the most effective components in agility with speed and aptness coming next

Objective: This study seeks to investigate how to establish a tacit knowledge capture system in PROJECT-ORIENTED ORGANIZATIONS based on TOGAF enterprise architecture. Methodology: Due to few research studies on how to implement enterprise architecture in the framework of TOGAF in order to capture tacit knowledge in PROJECT-ORIENTED ORGANIZATIONS, as well as the lack of a comprehensive picture of these studies and methods used, it was necessary to make an informed decision and summarize in line with the objectives of the study, their results should be comprehensively examined. Therefore, the present study has been carried out using a systematic review method, which is one of the types of qualitative research methods that is used to investigate phenomena and identify categories based on research works, which in this research study is taken from the protocol proposed by Kitchenham and Charters. Systematic review includes three stages: planning stage, implementation stage and reporting stage. Findings: The evidence showed that "TOGAF enterprise architecture" and the related frameworks for capturing tacit knowledge as a tool for organizational knowledge management and considered it as a necessary model for the transfer of explicit and tacit knowledge. They showed that the "ADM" cycle is the most useful method and for knowledge management activities, although the preservation and use of knowledge has not been directly considered. And none of them have actually implemented all the steps of this cycle. Conclusion: The results showed the limitations related to the management of tacit knowledge in PROJECTs and emphasized the use of "TOGAF enterprise architecture" and the importance of knowing its frameworks and techniques in order to capture tacit knowledge and as a tool for managing explicit and tacit types of knowledge in ORGANIZATIONS. And it has been introduced as a means of transferring knowledge by analyzing the "Architecture Development Method" (ADM) cycle. However, how to preserve and use knowledge has not been directly considered. The findings have considered a comprehensive system for managing information and tacit knowledge based on the organization's strategic goals and users' needs, which is the preliminary stage of the "Architecture Development Method" (ADM) cycle. They also investigated the knowledge management system of the PROJECT in a potential way and focused on the initial stages in the Enterprise architecture, but they did not implement all the steps of this cycle in a practical way. In the end, it can be said that in order to capture and store tacit knowledge of PROJECTs, TOGAF enterprise architecture framework should be used due to its global acceptance because it is considered to implement tacit knowledge management. But so far, the integration of tacit and explicit knowledge in organizational processes and how to save in order to retrieve this type of knowledge has not been directly considered. This knowledge gap has been clearly stated in the research studies. On the other hand, in none of the studies, other knowledge beneficiaries have been considered in this process, and thus the tacit knowledge of the PROJECTs has had some shortcomings.

Background: Ethical leadership is one the main important issues in business and researchers follow its impacts in organization but not in temporary ORGANIZATIONS with their own requirements. Based on importance of PROJECTs in Iran`s economy and poor history, in this research holy defense as PROJECT ORIENTED environment and a historical experience and it`s capability to be used in today`s conditions is scrutinized.Method: This is a qualitative research based on grounded theory method. Populations of study are some documents related to the second year of holy defense that coded in tree levels including open, axial and selective coding and then related categories. For examining the credibility of the theory we interview five of holy defense commanders and based on their opinions we correct some errors in the theory.Results: The research show that ethical leadership was a key factor in young commander`s transaction with their followers which leads to high motive and performance. Leading role of commanders is the main category and meritorious structure and spiritual vision are the most important contextual conditions.Conclusion: Despite fundamental changes in the conditions of Iranian society from holy defense, the research show that ethical leadership can cause high motivation and productivity in today`s PROJECT ORIENTED ORGANIZATIONS. Meritorious structure is in the hands of managers but spiritual vision needs great effort from both managers of organization and also politicians and law makers to correct the business environment of Iranian society.