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.

Introduction: Growing influence of the PROJECT as a way to organize things in many organizations require effective MANAGEMENT of multiple PROJECTs.. Due to the complexity of IT PROJECTs in organizations due to resource constraints especially if you have multiple PROJECTs, the necessity and use of PROJECT portfolio MANAGEMENT in achieving PROJECT objectives in recent years much attention has been. In this research, portfolio MANAGEMENT of IT PROJECTs in Isfahan University of Medical Sciences IT PROJECT Portfolio MANAGEMENT at University level, based on a three-step model Bert De Reyck (1 - Inventory Portfolio 2- Portfolio Optimization 3 - Managing portfolio) were investigated.Methods: the present study according to the aim is applied and according to the method of data collection is descriptive - survey Subset of Athletics -. Validity has been confirmed by a number of experts and professors and reliability using Alpha Cronbach coefficient was calculated to 82 Percent. Statistical Society, University ICT All employees that have been done in 1392 AP and to analyze the results of descriptive statistics - mean and standard deviation and - Univariate t-test and a significance level of 0/05 to SPSS 18 software is used.Results: Descriptive analysis of the components of PROJECT portfolio MANAGEMENT based on the three organized model Bert De Reyck indicated that the first phase had a mean 2.45±0.81, the second stage has a mean of 2.02±0.69 and The third phase has a mean of 1.87±0.74 respectively. Effects of portfolio MANAGEMENT on the effectiveness indicate that the average effectiveness of PROJECTs in each of their indices optimal level and average has been over the 2.75. (P-Value<0.05) And therefore effectiveness is in Positive relation to portfolio MANAGEMENT. The mean level of problems in each of its PROJECTs under portfolio MANAGEMENT indicated that average was more than 2.75. (P-Value<0.05) And therefore problems are in negative relation to portfolio MANAGEMENT.Conclusion: University study showed that the level of IT PROJECT MANAGEMENT is in the second stage of Bert De Reyck model. Also Under one PROJECT Portfolio MANAGEMENT can add on the effectiveness of PROJECTs and finally a review of the problems of portfolio MANAGEMENT PROJECT portfolio MANAGEMENT indicated that the level is lower than are added to the institutional PROJECT problems.

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.