Many organizations consider Project management as an essential capability and attempt to achieve sustainable benefits through effective managenlent of Projects. Leading companies are managing their Projects more effectively to achieve competitive advantages and enhance their underlying profits. The purpose of this paper is to underline the need for Iranian organizations to adopt Project management systems. This paper provides an interpretative investigation of the issues concerning implementation of Project management for Iranian organizations. The study involves one of Iranian leading companies in Petro-chemichal industry. The results indicate that the organizational culture is resistant to change and there is no support of senior management for implenlentation of Project management. Based on the analysis conducted. The impacts of organizational learning and training are not truly realized. Moreover, dissemination of knowledge and Project histories among Project teams is not appreciated, and the need for Project management is not sincerely recognized. The other Iranian companies may find commonalities in problenls and issues raised and solutions proposed. This paper has a potential to put forward the practical solutions for Iranian Project practitioners to critically reflect on their current attitudes and put the use of organizational Project management into their practice.

in this research, it has been tried to collect many issues that S.T.P.C Project was encountered with. Moreover, Project risks for S.T.P.C are mentioned through Identified Issues in terms of different phases of the Project life time. Based on risk management theories, explained in the literature section, risk assessment is applied for the identified risks. Then, Risks are categorized through risk category matrix by analyzing risk probability of occurrence and risk inlpact on Project cost and time. On the following, some mitigation actions have been derived, in forms of recommendations, which are useful to cut down the probability and impacts of risks.There are some fields and areas in associated with the Project which can be expanded for typical Projects. They have been cited in conclusion section as main sources of Project risks. Besides, for next researches, some critical areas are recommended to be followed through Future Research mplementation.Costs of the Project due to delays on sub-Projects in S.T.P.C, calculated by S.T.P.C accountant as a research in 2006, in comparison with estlnlated Project costs, will show the importance of tools and techniques such as Risk management through petrochemical Projects which can be applied to manage Project time and cost. Finally, a collection of experiential reconmlendations can be applied for petrochemical plants in Iran for the future.

THE UNCERTAINTIES AND RANDOMNESS IN MULTI-DIMENSIONAL RISK management (RM) IN LARGE-SCALE CONSTRUCTION ProjectS SHOULD BE EFFECTIVELY DETECTED AND MEASURED THROUGH RELIABLE MANAGERIAL PROCEDURES TO ELIMINATE OR REDUCE ADVERSE CONSEQUENCES SUCH AS CASUALITIES AND ASSET DAMAGES IN ADVANCE. THIS PAPER AIMS AT AN INNOVATIVE TECHNICAL SOLUTION FOR Project MANAGERS TO BETTER UNDERSTAND THE LEVEL OF RM PRACTICE BY MEANS OF RM MATURITY MEASUREMENT. BASED ON THE THEORY OF SYSTEM SCIENCE AND PREVIOUS RESEARCH INTO Project management IN THE MATURITY OF RM, THIS PAPER DESCRIBES THE PROTOTYPE OF AN RM MATURITY SYSTEM (RMMS) FOR LARGE-SCALE CONSTRUCTION ProjectS. THE SYSTEM IS UNDERPINNED BY USING THE ANALYTIC NETWORK PROCESS (ANP) METHOD IN ORDER TO MEASURE THE OVERALL EFFECTIVENESS OF RM AGAINST MAJOR RISK FACTORS. THE RMMS CONSISTS OF THREE COMPONENTS TO FOCUS ON CAPABILITIES, EVALUATION AND EVOLUTION IN RM. A CASE STUDY IS GIVEN AT THE END TO VERIFY THE FEASIBILITY OF THE SYSTEM.