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.

STRATEGIC MANAGEMENT of PROJECT leadership increasingly occurs in the context of environmental risks, whether caused by a viral pandemic or a changing human climate. This requires adaptation to change, particularly as PROJECTs grow in complexity and are seen as interventions in broader systems. In this article, we take a societal perspective, synthesize recent work, and propose a new research agenda in three interrelated areas that should be addressed by PROJECT leadership: 1) changing technologies, unlocking the value that technologies represent for achieving desired outcomes, 2) organizational complexity, engaging multiple actors and addressing emerging complexities and uncertainties, and 3) environmental concerns, addressing demands for PROJECTs to positively intervene to create sustainable, smart, resilient, and equitable futures. Our contribution is to theorize the meaning of socialized leadership for these critical issues that emerge in PROJECT studies and to set directions for further research on positive forms of PROJECT leadership in a changing smart world.

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.

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.

Nowadays in most parts of the world, the companies' value is evaluated based on their reputation, not based on their properties. And this is when the most of the companies, just through holding famous, good reputation among people, they hold more value than their movable and non movable properties. This situation started since the emergence of the commercial brands and when media advertisement became more prevalent. But in Iran, the media reputation for organizations still the organizations media reputation is neglected as a STRATEGIC resource or it is not regarded as organizational properties.So this paper has been written, aming to show up the media reputation role as a STRATEGIC resource. To achieve this goal, we have utilized from several STRATEGIC MANAGEMENT and in this way the scientific proof has been mentioned for the above said topic.

This article presents a comprehensive narrative review of network theory's application in engineering PROJECT MANAGEMENT, with a focus on graph-based MODELS for optimization. Network theory, particularly through MODELS such as the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT), has been widely adopted in PROJECT MANAGEMENT to optimize schedules, resource allocation, and risk MANAGEMENT. The review synthesizes existing literature, examining the theoretical foundations, practical applications, and challenges associated with these MODELS. The analysis reveals that while CPM and PERT remain valuable, they face limitations in addressing the complexities and uncertainties of modern PROJECTs. The review also identifies emerging trends, such as the integration of artificial intelligence and digital twins, which hold promise for enhancing the effectiveness of network-based PROJECT MANAGEMENT techniques. The article concludes by highlighting research gaps and offering practical recommendations for advancing the application of network theory in engineering PROJECT MANAGEMENT.

The trend of competition challenge makes it increasingly difficult to live within the business environment. The companies have been considering STRATEGIC MANAGEMENT process to overcome the threat. Accordingly, Melli Sakhteman Company has started the process of STRATEGIC MANAGEMENT implementation since 2003. This research compares Melli Sakhteman's STRATEGIC MANAGEMENT model with four cited MODELS in the literature based on designed framework. The way of fulfillment process of company's model and difference of it with other MODELS is another result of this research. Also, financial ratios reports indicate the successful implementation of STRATEGIC MANAGEMENT process in the Melli Sakhteman. The reviews of academic resources reveal that a few researches have not been done on STRATEGIC MANAGEMENT model in civil industry. Thus, the outcomes of this research can promote the literature of civil engineering MANAGEMENT.