This paper focuses on the problems of company’ s sustainable MANAGEMENT in an emergent environment. The authors’ vision of the functioning peculiarities in the formulation of a company’ s strategy based on the information support is presented in the article. The world experience of studying the development of investment PROJECTs in companies of different industry sectors is investigated and analyzed according to the economic and mathematical modeling. A multivariate model of evaluation and selection of the investment PROJECT based on the hierarchy criterion of company's economic objectives with the information technology is developed as an embodiment of the strategic goal of ensuring the company's sustainability. The essence of the hierarchy criterion method is to determine the order and the value of priority of each individual criterion, thus, application of this method allows providing recommendations for making an effective MANAGEMENT decision in unpredictable environment. The proposed model based on the hierarchy criterion of company’ s economic tasks allows providing sustainability in emergent environment. The analysis and substantiation of the necessity of applying the proposed model with the information technology support is presented in this paper.

The purpose of this research was to study therecognition, application and quantification of the risksassociated in managing PROJECTs. In this research, theMANAGEMENT of risks in an oil and gas PROJECT is studied andimplemented within a case company in Oman. In thisstudy, at first, the qualitative data related to risks in thePROJECT were identified through field visits and extensiveinterviews. These data were then translated into numericalvalues based on the expert’ s opinion. Further, the numericaldata were used as an input to Monte Carlo simulation. RiskyPROJECT ProfessionalTM software was used to simulatethe system based on the identified risks. The simulationresult predicted a delay of about 2 years as a worse casewith no chance of meeting the PROJECT’ s on stream date. Also, it has predicted 8% chance of exceeding the totalestimated budget. The result of numerical analysis from theproposed model is validated by comparing it with the resultof qualitative analysis, which was obtained through discussionwith various PROJECT managers of company.

Considering customers perspective to evaluate PROJECT MANAGEMENT success beside time, cost and quality has gained more attention by researchers since the late 90s. Therefore a questionnaire based on potential factors from customer’s viewpoint for evaluating performance of PROJECT MANAGEMENT in automotive parts industry was the main source of data collection in this research. Factor analysis was applied to identify underlying factors to develop an evaluation model. Afterwards the proposed model was applied to evaluate performance of PROJECT MANAGEMENT in such PROJECTs. Results shows current weakness in managing risks and lack of awareness of its role in PROJECT MANAGEMENT success is one of the main factors influencing performance of PROJECT MANAGEMENT practices in these PROJECTs.

To develop an optimal pavement MANAGEMENT system, several factors such as economic indices, improved utilization parameters, improvement in structural situation of pavements and the effect of options on the environment, social and safety measures, etc should be considered. Inputting the above mentioned parameters into the priority chain of the determined options, requires a multi disciplinary decision making process. In this paper, a model on the basis of Analytical Hierarchy Process has been developed.In order to evaluate the technical and economic aspects of the model's options, first of all the input data required for Elmod-5 and HDM-4 programs is prepared. Prioritization of repair and maintenance options and finally decision making for determination of the preferred option is done by AHP and Expert Choice Software, using the results obtained from implementation of the model.The pavement MANAGEMENT system is usually practiced in two network and PROJECT levels. In the pavement MANAGEMENT at the network level, the priority of PROJECTs and the operations regarding their maintenance and time schedule is determined by the present limitations, while in the PROJECT level, the implementation of various methods of repair and maintenance for a specific PROJECT is evaluated and compared.In this research a model has been designed for the pavement MANAGEMENT in which by using the Life Cycle Cost Analysis and the AHP, the prioritization of options and decision making about the pavement MANAGEMENT is improved. The construction phases of the MPHS Model are as follows:- Supply of input data- Preliminary evaluation and segmentation of pavement- The preliminary selection of repair and maintenance options - Techno economic evaluation of options - Prioritization of options- Choice of maintenance methodThe HDM-4 and ELMOD-5 software have been used for techno economic evaluation of the various options. The analytical framework of the HDM-4 Model is based on the Pavement Life Cycle Cost Analysis. This model is used for prediction of factors such as road destruction and ageing, effects of the road situation on utilization, effects of the road users, and finally environmental, technical and economic effects on the life cycle of a pavement which is usually 15-40 years.In the new model, on the basis of comprehensive literature review as well as the experiences of experts (direct interview), the most important factors for techno economic evaluation of options were selected. These factors include economic parameters, the comfort of vehicles' users, the structural stability and the drainage quality. In this research, the Western - Eastern route of Shahid Babaiee Expressway in Tehran was chosen as the case study and the pavement life cycle analysis for a period of twenty years was implemented.Using this model, the decision makers can choose the most suitable and optimal way for the improved MANAGEMENT of pavements through changing the weight of decision measurements and recognition of the experts' experiences and viewpoints, using the group AHP Method.This study is illustrative of the fact that the criteria of "economic output" is the most important parameter affecting the repair and maintenance choice and then some other parameters like the comfort of the vehicles attendants, the quality of drainage and the structural stability are accordingly the other important parameters in decision making process. Therefore, none of the above mentioned factors can merely be the suitable criterion for the prioritization of options and the choice of the suitable maintenance method.

The quality of PROJECT MANAGEMENT activities plays an undeniable role in the success or failure of PROJECTs. Especially in PROJECT-based organizations with large PROJECTs, this success or failure is vital. One of the suitable tools to ensure the accuracy and quality of PROJECT MANAGEMENT activities is continuous evaluation of the way these activities are performed, which is called "PROJECT MANAGEMENT maturity level" evaluation. The aim of this study was to identify the dimensions of organizational maturity measurement of PROJECT MANAGEMENT using the best-worst method in the municipality of District 3 of Tehran. The statistical population of this study is managers and experts of Tehran Municipality. The total number of senior managers is 30. Due to the limited society, sampling method is all number of experts in surveying and filling out questionnaires. At first, the dimensions of PROJECT manager maturity measurement were identified in six dimensions: financial, stakeholders, internal processes, growth of learning, employee satisfaction, environment and society. Then, the questionnaires of pair comparisons among 30 experts of distribution and the results of dimension analysis showed that after employees' satisfaction, first rank and dimensions of environment and society, growth and learning, internal processes, stakeholders and financial ranks second to sixth. Also, 23 indicators were identified in six dimensions. The results of this study can provide a comprehensive view to experts about identifying dimensions and measuring organizational maturity of PROJECT MANAGEMENT of Tehran Municipality District 3.

In a construction PROJECT, there are many factors that affect the PROJECT quality, such as people, materials, machinery, environment, etc. Among them, people have the greatest influence on the PROJECT quality, whether people participate directly or indirectly. This paper mainly evaluates human factors in the process of construction PROJECT MANAGEMENT, such as workers proficiency, workers safety awareness, technical workers quality, and workers emergency capacity, with the purpose of helping Chinas construction PROJECT to proceed smoothly. In this manuscript, a multi-attribute group decision-making (MAGDM) technique based on Pythagorean interval 2-tuple linguistic numbers (PI2TLNs) and VIKOR method is proposed to evaluate human factors in construction PROJECTs. PI2TLNs are used to represent performance assessments of decision makers. Relying on Pythagorean interval 2-tuple linguistic weighted averaging (PI2TLWA)/Pythagorean interval 2-tuple linguistic weighted geometric (PI2TLWG) operator, the evaluation information given by experts is fused into a group decision matrix. Combined with the essential VIKOR method, PI2TLNVIKOR framework is established. The effectiveness of this method is verified by an example, and compared with two algorithms and PI2TLN-TODIM method.

Base on a research carried out to design a strategic control system in Azarab Co., this paper describes the steps necessary to be taken in order to design such a system appropriately. First, the role and importance of the strategic control systems in formulating and implementing good strategies in PROJECT-oriented strategic MANAGEMENT model- the one in use in Azarab Industries Ltd-is discussed. A brief description of Azarab environment, as a large industrial complex trying to enter the world markets, is also included. Finally, while discussing about the actual steps that have been taken in this research, a few important findings are mentioned. Such findings which are suitable for Iranian firms that are trying to compete in today's world markets include: the critical importance of defining their own strategic direction, formulating their own dynamic and flexible strategies, and designing appropriate strategic control systems to fit their particular situations.

Today many of the large and infrastructure PROJECTs in the world are turning into learning battlefields and a growing number of organizations participate in such PROJECTs to improve their knowledge and capabilities. Not to manage properly, there are several factors that hinder knowledge transfer and learning opportunities in these PROJECTs. This research aims to identify key factors affecting PROJECT MANAGEMENT inter-organizational Knowledge transfer in Iran petroleum international consortiums and to provide a conceptual model for it. Having an explorative and qualitative approach, a 3stage Delphi method is conducted with the contribution of 18 experts from Iran petroleum industry. 22 factors are explored in this research and the most important factors like: “the higher maturity of foreign partner in PROJECT MANAGEMENT”, “local partner level of intention and motivation to acquire PM knowledge from foreign partner” and “tie strength between partners” are prioritized as the top 10. Comparison with previous research findings, a couple of new revealed factors, and several practical and theoretical suggestions are also discussed in this paper.

One of the most important problems in PROJECT MANAGEMENT is the undesirable time and cost variances of PROJECTs which are not considered before the PROJECT implementation. This problem is the result of the risks, occurring in the length of the PROJECT implementation. In this case, Risk MANAGEMENT based on PMBOK standard can be proposed as a methodology that is so vital because of uncertain nature of PROJECTs and necessity of best resources usage.Also, one of the best methods to prioritize the risks quickly and accurately is Risk Failure Mode& Effect Analysis. In this article, risk assessment is presented by an integrated model based on Risk MANAGEMENT process of PMBOK standard and RFMEA technique in North Azadegan Oil Field PROJECT.Therefore, in order to achieve the purpose of this article, the risks of a PROJECT are identified, firstly. Then, they are prioritized by RFMEA technique. The third step focuses on simulating the PROJECT by Pertmaster software. Finally, the response strategies for each highpriority risk are determined.