TEAM reflexivity as a conscious reflection on TEAM functioning, is a key factor of TEAM effectiveness. Because reflexivity (including some of the behaviors that) is caused of learning from past mistakes and errors (TEAM learning) improve the performance of the TEAM. The present study attempts to demonstrate the key role of the TEAM reflexivity on TEAM performance (especially in a PROJECT TEAM with complex tasks in an environment with high uncertainty). In this regard, impact of TEAM reflexivity on TEAM performance (considering the intervention role of TEAM learning) in 44 five-member PROJECT TEAM (including 220) were studied in Tehran. The findings supported a significant positive impact of TEAM reflexivity on TEAM performance through TEAM learning. Furthermore, the findings also showed feedback seeking has a moderating impact on the effect of TEAM reflexivity on TEAM performance.

Participation as an effective approach has provided a comprehensive response in different level and areas of management, especially PROJECT management in deal with postmodern criticisms which have been mentioned against modern management. But what have been neglected are foundations and influential factors on participation improvement. It is important because identification of these factors can have significant influence on our ability to offer effective and practical solution to improve participation phenomenon. This research with the aim of covering this gap in literature has been concentrated on the decisive role of PROJECT communication system quality in the improvement of PROJECT TEAM participation sense as an important factor and amplifier of participation phenomenon. For this reason, with quantitative approach and by using descriptive-analytical research method, field data have been gathered and factor test has been used in order to diagnosing factors for both communication quality system and participation sense of PROJECT TEAM. Result of factor analysis provides the condition in a way that research hypothesis be testable and practical solution be presentable. In final, the test of research hypothesis by using Pearson correlation coefficient, showed positive correlation between PROJECT communication system quality and PROJECT TEAM participation sense.

Selecting people of PROJECT TEAM is very important because it can determine successfulness or failure of PROJECTs. In this research, a model was developed for PROJECT TEAM selection based on fuzzy approach that presents a systematic and scientific selection process of PROJECT TEAM. Fuzzy compatibility concept was applied for measuring relationship and suitability between the necessary skills for accomplishing PROJECT activities and the skills of candidate people. In order to select the appropriate people to the PROJECT TEAM, two factors were considered; the degree of compatibility and cost of potential TEAMs. To make decision about the desired TEAM, the "SAW" method was applied. Finally the desired TEAM was selected that satisfied both skill requirements and budget constraints.

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.

Frequently, strategy implementation problems in PROJECTs have stemmed from failure of control systems. For replying this need, the control system named strategic control has been emerged. On the other hand Contingency Theory and Strategic Fit theory suggests aligning PROJECT strategic control with PROJECT Management Elements such as Strategy, Culture, and Structure can lead to positive PROJECT performance results. The purpose of this model is providing an alignment model of strategic control and PROJECT monument elements using Strategic Reference Point Theory. We test our model using data obtained via questionnaire from 32 Petrochemical Process Plant PROJECTs. The finding supports that alignment between strategic control and PROJECT management leads to positive PROJECT performance results.

The ability to evaluate PROJECT proposals, assessing future success, and organizational value is critical to overall business performance for most enterprises. Yet, predicting PROJECT success is difficult and often unreliable. A four-year field study shows that the effectiveness of available methods for evaluating and selecting large, complex PROJECT depends on the specific PROJECT type, organizational culture, and managerial skills. This paper examines the strength and limitations of various evaluation methods. It also shows that, especially in complex PROJECT situations, the decision-making process has to go beyond the application of just analytical methods, but has to incorporate both quantitative and qualitative measures into a combined rational judgmental evaluation process. Equally important, the evaluation process must be effectively linked among functional support groups and with senior management in order to strategically align the PROJECT proposal and to unify the evaluation TEAM and stakeholder community behind the mission objectives. All of this requires leadership and managerial skills in planning, organizing, and communicating. The paper suggests specific leadership actions, organizational conditions, and managerial processes for evaluating complex PROJECT proposals toward future value and success.