research and development

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.

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.

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.

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.

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.

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

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.