Today, in most PROJECT-based organizations, PROJECT managers are facing with many challenges. PROJECTs are organizational strategic processes, performed to achieve business goals. Researches indicate a large number of organizations do not achieve the business goals in the execution of their PROJECTs. Therefore, in order to reduce and control the problems of the PROJECTs, the classic PROJECT MANAGEMENT approach must be changed to strategic PROJECT MANAGEMENT for optimizing the performance and success of a PROJECT. Strategic PROJECT MANAGEMENT can propel companies to better achieve corporate goals. So, organizations should have a formal planning and execution framework in accordance with the strategic approach, to achieve competitive advantage and better performance. PROJECT managers and teams must learn how to focus the business aspects of their PROJECTs and better support their company’s strategy, rather than just focus on meeting traditional time, budget, and performance goals. This paper employs a literature review approach, and presents the description of the strategic PROJECT MANAGEMENT concept and its difference with classical PROJECT MANAGEMENT. Then, the strategic PROJECT MANAGEMENT models that help organizations to achieve success and create a competitive advantage have been reviewed. Finally, the authors have concluded, in order to achieve competitive advantage, PROJECT success and better performance of organization, the executive and PROJECT managers should consider the strategic aspect of PROJECT MANAGEMENT and implement strategic PROJECT MANAGEMENT processes in organization.

Background and Objective: The necessity of risk MANAGEMENT in construction PROJECTs targeted toward the reduction of accidents, achievement of the PROJECT goals, guarantee of the organization survival, and achievement of customer satisfaction is inevitable. Therefore, attention to the risk MANAGEMENT issue as a part of the macro risk raised in the PROJECT MANAGEMENT Body of Knowledge (PMBOK) can play a significant role in the identification, assessment, and control of the HSE risks.Materials and Methods: This cross-sectional descriptive-analytical study was conducted in 2016-2017 with the aim of analyzing 38 types of risks in four categories of HSE risk in a macro construction PROJECT with the PMBOK standard approach. The combined risk assessment was based on the risk matrix, including probability of occurrence and severity factors.Results: The results showed that PROJECT cost, quality, and emergency conditions were at a very high-risk level among the four groups of HSE risks in the Work Breakdown Structure. Furthermore, the lack of cost allocation for the employment of HSE supervisor, expert, and officer according to PROJECT phases was identified as the highest risk source.Conclusion: This study facilitated an evolution in approaching the PROJECT managers' viewpoint to the HSE factors. Moreover, it provided a new approach for the identification of major PROJECT risks, examination of the different dimensions of the accident consequences in the PROJECT, and application of different areas of PMBOK standard in risk assessment. Consequently, the findings of the present study can be used as a suitable substitute for common risk assessment methods in this industry and similar industries.

Being observed frequently that PROJECTs cannot achieve to their plan duration and their budget. Utilizing retrospective method is one of the reasons for this problem. In this research two method, Earned Duration MANAGEMENT and risk MANAGEMENT, has been used to remove the gap of the plan and the reality; this enable the PROJECT to utilize both high accuracy of the first method and prophecy of the second tool. First, control limits were made by Monte Carlo simulation; then, the risks were recognized, after that, PROJECT was simulated under the condition that assumed critical risk has happened.At the end, if the simulated indexes violate the limits it will be a signal that program should be revised. The final estimated duration is about two month more than the row plan, that it shows the necessity of taking accounts of risks during planning.

Investigating the requirements adopted from effective criteria and indices for national laws and regulations is needed for urban PROJECTs execution and these PROJECTs are followed by the least standard deviation. PROJECT success and all staffs satisfaction are in fact the most important issues in urban PROJECTs as well as all kinds of PROJECTs. The most important factor is documentation of PROJECT existance reasons, goals, roles and responsibilities, stakeholders duties and authorities in the early stages of the PROJECT which is called PROJECT charter. In this article, which has used explorative method, after reviewing the PROJECT charter literature, various templates in 42 different PROJECTs in the world are investigated. Then we design the preparation step by step and derive the needed criteria and the result of the research is a suitable pattern for PROJECT charter preparation. Regarded that most of the PROJECTs in Iran have not included a PROJECT charter, the researchers of the paper have investigated the current effective factors used to prepare four big PROJECT charters by reviewing their documents and comparing them to designed model.

Progressive developments in economics, society and politics have raised knowledge as a key element in development and competitiveness, and knowledge MANAGEMENT is considered to be an essential element in this field. By taking the temporary nature of the PROJECT into account, dynamics and competitiveness in PROJECT-oriented organizations within the business world make the preservation and MANAGEMENT of knowledge in PROJECT-based organizations more important. The lesson learned system is a knowledge MANAGEMENT tool that proposes strategic solutions that avoid wasting time and money and makes perfect use of knowledge MANAGEMENT accomplishments.Lessons learned (LL) systems have been deployed in many military, commercial, and government organizations to disseminate validated experiential lessons. They support organizational LL processes, and implement a knowledge MANAGEMENT (KM) approach for collecting, storing, disseminating, and reusing experiential working knowledge that, when applied, can significantly benefit targeted organizational processes. An effective lesson learned process can substantially improve decision processes, thus, representing an essential chapter in knowledge sharing and knowledge MANAGEMENT. Unfortunately, these systems typically fail to deliver lessons when and where they are needed.In this study, using a literature review, interviews and a case study, a roadmap for implementing the lesson learned system is explained in four stages. First, we illustrate the lesson learned and the learning in the PROJECT using a literature review. Second, we detail an understanding of commonly used methods in Iran obtained from two information sources; 1) interviews 2) a case study. Third, the information is analyzed and a conceptual model is developed based on the content analysis of data obtained in the second stage. Finally, we develop a roadmap by identifying key issues in the third stage and by adding activities and checklists to pursue its activities.This PROJECT learning roadmap assists business leaders in improving the lesson learned process. This model enables organizations to develop exclusive solutions tailored to the needs of the stakeholders.