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research and development

 

services

tools and techniques

Research Projects

 

Services

Research and development project management center to improve and assist industry projects, in addition to conducting research projects that have led to the production of unique management tools, such as counseling, pathology and complication, long term and short training The duration of project management, training, and project management competency assessment and PMP exam preparation training courses have also been presented.

At present, the major services provided by the Research and Development Project Management Center to organizations and projects are:

  • advising and evaluating project maturity based on CPM3 model
  • establishment of methodologies and project management standards
  • documentation of the project
  • Assessing the suitability of project management for oil, gas and petrochemical industries
  • implementing the risk management system of the project and organization
  • Advice on selecting a project management contractor
  • Consulting and evaluation of project-based organization excellence in accordance with the PMBOE model

Tools and Techniques

The Center for Research and Development Project Management has designed and developed the following tools and techniques for the organization in order to promote the business of project-based organizations and improve project utilization.

Comprehensive portfolio methodology, design and project

This methodology is designed for project-based organizations. In this methodology, special attention has been given to the whole stages of the project or project (from the time it was formed to the construction and operation of the projects). The main goal of this work is to manage projects or projects of project-based organizations in a comprehensive manner. This methodology has 3 levels of portfolio management (project portfolio), project management and project management. In this methodology, 14 management areas are considered for the management of the three levels, each domain being managed through a series of processes. Finally, for each management and implementation of each of the management domains, these three levels, executive procedures, guidelines, forms and formats required and designed.

The standard of training and assessment based on the competence of human resources project

Due to the weakness of the traditional training courses in the working environment and the failure of such courses in enhancing human resource performance, a new approach to the human resources training system of the petrochemical industry was put in place. Therefore, in a 3-year baccalaureate and research process, a comprehensive system designed to enhance the competence or professional knowledge of project management (knowledge, performance and professional behavior) has been developed in the manpower active in petrochemical projects. One of the main outcomes of this plan was to classify the existing managerial levels in all inputs (employer, consultant, contractor, and constructor) in the projects. The other output of this project is the definition of a comprehensive standard of competence for each of the management levels mentioned. Competency-based assessment system is the third most important output of this project, which can be measured by the system of project management competency of the active personnel in the projects and presented to promote the development program.

PMBOE project-based project assessment and excellence model

Due to the weakness of the traditional training courses in the working environment and the failure of such courses in enhancing human resource performance, a new approach to the human resources training system of the petrochemical industry was put in place. Therefore, in a 3-year baccalaureate and research process, a comprehensive system designed to enhance the competence or professional knowledge of project management (knowledge, performance and professional behavior) has been developed in the manpower active in petrochemical projects. One of the main outcomes of this plan was to classify the existing managerial levels in all inputs (employer, consultant, contractor, and constructor) in the projects. The other output of this project is the definition of a comprehensive standard of competence for each of the management levels mentioned. Competency-based assessment system is the third most important output of this project, which can be measured by the system of project management competency of the active personnel in the projects and presented to promote the development program.

Comprehensive Maturity Model for CPM3 Project Management

The comprehensive model of maturity of project management is a model for evaluating projects and projects that utilizes the strengths of the world-renowned models and is based on the specific features of the country's capital projects, especially the oil industry, and has been used in the petrochemical industry. . This model evaluates projects in 17 areas and 66 project management processes at 5 levels of maturity, and offers opportunities to improve a project in terms of each area and its processes. Up to now, 15 large petrochemical projects have been identified based on this model and their improvement opportunities. This model is the basis for choosing the best petrochemical plant for introducing to the top of the petrochemical industry.

Guide to the selection and use of the contract management contractor

A guide to how to select and use a project management contractor is a comprehensive package that covers issues such as a project management contractor selection plan, a recognition report, the scope of the work of the project management contractor, a description of the contractor's management plan, criteria, sub-criteria and quality assessment points of the project management contractors, guide Submission of proposals for the qualitative assessment of project management contractors, criteria, sub-criteria and evaluation points of technical proposals for project management contractors, guidance for the technical proposal of the contractor for project management and contract template for the project management contractor.

Postproject evaluation model

The evaluations help projects to communicate with reality. These evaluations, in addition to helping each project manage more effectively, are the basis for individual, team and organizational learning. In order to learn from experiences, first of all, there must be a proper understanding of the projects. Assessments help organizations explain and make what is happening, publish this information and learn lessons from experiences. In a split, there are two types of project evaluations: a) Project evaluation b) Postproject assessment Post-evaluation evaluation is a very useful and powerful way to create a continuous improvement mechanism. The main goal of a post-industrial evaluation is not to blame and to blame, but to identify areas and methods for improvement. Postproject retrieval after completion of the project. Postproject assessment is essentially related to learning. This review evaluates the overall success of the project and identifies what was done well or not during the implementation of the project and therefore provides lessons for future learning. Generally, the goals of post-industrial evaluation are:

  • Identify the improvement points in the project processes and, therefore, document them for future projects
  • Identify potential improvement points in project outputs and consider this information in future product development plans
  • Identify ways to improve the effectiveness of the project team

In the guide and template developed by the R & D center, projects are assessed from an executive and management perspective. The management perspective of this template is a project management project based on the knowledge domains of standard project management and the operational view of this activity-oriented template and is based on the WBS project

Learning Documentation Guide

This template consists of four sections. The first part addresses the general characteristics of the project. In the second part, the project is evaluated and evaluated in terms of project management. The domains of this section are inspired by PMBOK knowledge domains, as well as a comprehensive portfolio management methodology, project and project management project management center project. In the third section, the lessons learned are technically and operationally compiled. The field of learning in this section is derived from the sequence of activities of a real project and the WBS of a real project, as well as with the pathology that has already been done. The fourth part deals with case studies. Case studies are not subject to the second and third sections and, depending on the particular circumstances, a project may occur.

Research projects

So far, several projects have been carried out at the Center for Research and Development in Project Management, in the areas of governance and project strategy, project management organization and management, project management modeling and management, human resource management, knowledge management, project beneficiaries and supply chain. Some of the most important are the following.

research projects

Current Petrochemical Research

Dashboard for Project Management and Portfolio

Monitor the status of portfolios and projects in a variety of dimensions, optimal allocation of resources at macro level, proper management awareness of the progress of the projects, creating reliable forecasts and, finally, informing of problems and risks, including the objectives of designing and deploying an integrated project management dashboard And portfolio in the company. This dashboard is designed in two main portfolio and design aspects and has multiple levels of detail for exploiting different levels of management.


Identification and evaluation of indices related to the preparation of the petrochemical industry for the implementation of ERP

Management of environmental functions, observing the principles of sustainable urban development



 

Drafting of project procedures and project-based organization

The project is aimed at empowering the Petrochemical Industries Development Management Company to implement a series of EPC and MC projects. In order to reengineering the processes of the company's working practices, the best available internal and external examples of successful companies have been examined and, while considering the advantages of each of them, a prospective approach to the requirements of competition in the coming years in the oil industry Has been. The project is being implemented internally and with the broad participation of the company's specialists from different units. Deploying an agile organizational chart is also part of this project.