Introduction: Growing influence of the PROJECT as a way to organize things in many organizations require effective MANAGEMENT of multiple PROJECTs.. Due to the complexity of IT PROJECTs in organizations due to resource constraints especially if you have multiple PROJECTs, the necessity and use of PROJECT PORTFOLIO MANAGEMENT in achieving PROJECT objectives in recent years much attention has been. In this research, PORTFOLIO MANAGEMENT of IT PROJECTs in Isfahan University of Medical Sciences IT PROJECT PORTFOLIO MANAGEMENT at University level, based on a three-step model Bert De Reyck (1 - Inventory PORTFOLIO 2- PORTFOLIO Optimization 3 - Managing PORTFOLIO) were investigated.Methods: the present study according to the aim is applied and according to the method of data collection is descriptive - survey Subset of Athletics -. Validity has been confirmed by a number of experts and professors and reliability using Alpha Cronbach coefficient was calculated to 82 Percent. Statistical Society, University ICT All employees that have been done in 1392 AP and to analyze the results of descriptive statistics - mean and standard deviation and - Univariate t-test and a significance level of 0/05 to SPSS 18 software is used.Results: Descriptive analysis of the components of PROJECT PORTFOLIO MANAGEMENT based on the three organized model Bert De Reyck indicated that the first phase had a mean 2.45±0.81, the second stage has a mean of 2.02±0.69 and The third phase has a mean of 1.87±0.74 respectively. Effects of PORTFOLIO MANAGEMENT on the effectiveness indicate that the average effectiveness of PROJECTs in each of their indices optimal level and average has been over the 2.75. (P-Value<0.05) And therefore effectiveness is in Positive relation to PORTFOLIO MANAGEMENT. The mean level of problems in each of its PROJECTs under PORTFOLIO MANAGEMENT indicated that average was more than 2.75. (P-Value<0.05) And therefore problems are in negative relation to PORTFOLIO MANAGEMENT.Conclusion: University study showed that the level of IT PROJECT MANAGEMENT is in the second stage of Bert De Reyck model. Also Under one PROJECT PORTFOLIO MANAGEMENT can add on the effectiveness of PROJECTs and finally a review of the problems of PORTFOLIO MANAGEMENT PROJECT PORTFOLIO MANAGEMENT indicated that the level is lower than are added to the institutional PROJECT problems.

Success of PROJECT-oriented organization and its future depends to achievement of goals of its PROJECTs. Alignment of PROJECTs to organization’ s goals and roadmap and best selection of them with respect to limited resource is the main challenge of these organizations. Weighting of PROJECT prioritization indexes is based on politics that should support the all of organization's goals. There are tradeoff and conflict between politics and because of inherent delay in system, the result of implementation of them will be appeared in future. So we should simulate the result of implementation of politics to foresight the result of organization by best selection of PROJECTs. We use system dynamics approach to simulate and analyze implementation of politics of PROJECT PORTFOLIO MANAGEMENT by VENSIM software. We used experts to approve the structure of model and relation between factors. These experts are from all of organization sections to all aspect of PROJECT PORTFOLIO MANAGEMENT. For validation of simulation result compare the historical data with result of model for some of key variables. In this research we simulate the policies of PROJECT selection in a system dynamics model and the key variable and leverage factor of R&D PROJECT PORTFOLIO MANAGEMENT system will be recognized based on analyzing the result of simulation and then we propose a model that we can achieve the best of organization goals.

Purpose: The aim of this study was to design a new fuzzy expert system for PROJECT PORTFOLIO risk MANAGEMENT in ongoing PROJECTs of a first mobile holding. Methodology: To do this; To identify the risks from the Dematel method developed in Excel, to evaluate and determine the most important risks from the fuzzy FMEA methods in Excel and the AHP method in Expert Choice software; And to select the optimal risk response, a proposed mathematical model is used and solved in Gamz software. Findings: The research findings showed that there are 23 risks in the studied PROJECTs, 8 of which were of high importance and impact. Also, risk prioritization and determination of their impact level was performed using the integrated AHP-FMEA method. Findings obtained from solving and implementing the mathematical model in Gamz software also showed that the proposed model of efficiency and capability for selecting optimal risk response strategies is established. Originality/Value: The general findings indicate that the proposed new fuzzy expert system also has the necessary capability and efficiency to manage the PORTFOLIO risk in the study holding.

PROJECT-oriented organizations are one of the emerging organizational forms that are formed around PROJECTs and teams. These organizations have dynamic boundaries and fields of works, in which the number and size of PROJECTs of the organization are constantly changing. In this regard, the managers of these organizations are always faced with the issue of choosing the higher economic justification PROJECTs for their organizations, as well as, resource MANAGEMENT (including resource leveling and resources allocation) for the selected PROJECTs. In this research, a mathematical model of renewable and non-renewable resource MANAGEMENT for self-financing PROJECT-oriented organizations is presented. This means that financing of the selected PROJECTs within the organization is limited to the initial capital and the incomes of the completed PROJECTs. In this regard, the PROJECT PORTFOLIO theory is used to solve the problem of the selection and scheduling of the PROJECTs within the PROJECT-oriented organization considering the limitation of renewable and non-renewable resources, the existence of a prerequisite relationship between PROJECT activities, the time value of capital for financial resources and finally the application of reinvestment strategy. The multi-objective function maximizes the net present value of the investment as well as minimizes the amount of the idle renewable resources. The modeling is a mixed integer programming and after linearization of the model, the LP-metric method is used to solve the multi-objective function, and finally the results are examined on a numerical example.

Urban programs and PROJECTs are the latest chain in urban development plans. Integrated and systematic MANAGEMENT of urban programs and PROJECTs sets, while improving the efficiency of urban resources also results in the effectiveness and efficiency of urban development plans. Studying on policy, planning, implementation and monitoring urban programs and PROJECTs and presenting an appropriate pattern is the requirements of urban MANAGEMENT. PROJECT PORTFOLIO MANAGEMENT is a new approach based on the knowledge of PROJECT MANAGEMENT that emphasizes for the better efficiency of programs and PROJECTs in PROJECT-based organizations. The main components of PROJECT PORTFOLIO MANAGEMENT include a process framework, decision criteria, methods and models of choosing the PROJECT PORTFOLIO that deciding on definition of PROJECT PORTFOLIO MANAGEMENT framework (process model) and categorizing effective indexes and sub-indexes in selecting PORTFOLIOs are its main and influential stages. This study in terms of objective, is an applied research, and in terms of data collection is a descriptive-scrolling one. According to the article findings a framework (process model) for integrated MANAGEMENT of urban PROJECTs is consisted of a three – section: Strategic recognition, Urban PROJECT PORTFOLIO MANAGEMENT and Essential and complementary infrastructure for PROJECT PORTFOLIO MANAGEMENT. In order to select urban PROJECTs PORTFOLIO, decision criteria separately were recognized and classified into eight groups which include technical, financial, social, economic, environmental, risk, organizational and competitiveness.

Nowadays, organizations are faced with a multitude of PROJECT and investment opportunities. Despite the importance of various criteria, complexity of multi-objective models and weakness of optimization algorithms often compelled manager to limit the selection criteria or only suffice to financial objects. In this paper, it is endeavored to extend selection criteria by using an efficient optimization algorithm based on teaching-learning process, which makes it possible to solve the proposed 0-1 multi-objective programing model. Finally efficiency of the applied algorithm called TLBO is compared with PSO and GA by applying the proposed model in a PROJECT oriented organization. It was shown that TLBO is better than GA and PSO algorithm technique, which was used before in such problems.

Objective: As PROJECT PORTFOLIO strategic planning (PPSP) is a strategic action in PROJECT-based organizations, its execution needs to be followed by structured stages. Via identifying the effective elements on (PPSP), especially the missed elements in previous models, the present study aimed to propose a step-based framework for execution. Methods: This research utilized thematic analysis to identify the related themes from the literature. The themes were then analyzed by forming a thematic network. Next, by conducting interviews with 12 selected experts, using the snowball method, the obtained findings were reviewed and verified by the Delphi process. A framework for PPSP was developed based on the organizing themes and again verified by experts, repeating the Delphi process. The process was eventually completed by presenting a framework. Results: This study identified 12 basic themes, 4 organizing themes, and one global theme for PPSP. Based on the organizing themes, key elements of PPSP included: 1) Necessity of scenario-based approach in PPSP, 2) Determining divergent visions for future of PORTFOLIOs, 3) Drawing the PORTFOLIO changes path from past to present and future in the form of a roadmap, and 4) Monitoring and analyzing both changes in scenarios and PORTFOLIO status simultaneously as a basis for PORTFOLIO preplanning. Conclusion: Based on the key elements of PPSP and other findings of this research a "conceptual", "process-based" and "descriptive-prescriptive" framework for PPSP was offered and its conduction was explained in six steps: 1) Documenting PROJECT PORTFOLIO history, 2) Documenting PROJECT PORTFOLIO current status, 3) Determining PROJECT PORTFOLIO visions in different scenarios, 4) Preparing a roadmap to move from current status towards vision status, 5) Assessing realization of scenarios, and 6) Monitoring, analyzing, and preplanning the PORTFOLIO.

The construction industry has an enormous impact on the environment, and the processes involved in construction PROJECTs are one of the most important factors affecting the environment. The present study examines key indicators in the effectiveness of PROJECT PORTFOLIO MANAGEMENT as a strategy to reduce environmental hazards in construction industry PROJECTs. PROJECT PORTFOLIO MANAGEMENT (PPM) is used in many organizations as an approach to coordinate a PORTFOLIO of PROJECTs or programs to achieve specific organization goals. A common goal of PPM is to ensure that an organization is doing the right thing, rather than just doing things right. The effectiveness of PROJECT PORTFOLIO MANAGEMENT in organizations has an important role that if it would neglect can lead to widespread environmental hazards. Several factors are effective in the effectiveness of PROJECT PORTFOLIO MANAGEMENT. This research focuses on identifying the most important of these factors. The research approach is qualitative-quantitative (mixed) and uses a descriptive research approach. The statistical population used is construction companies that use the concept of PROJECT PORTFOLIO MANAGEMENT in their organization and the data were collected through interviews and questionnaires. Experts identified the key indicators of PROJECT PORTFOLIO MANAGEMENT success and effectiveness in seven groups and then, using a questionnaire and quantitative analysis, identified three groups of strategic, operational and organizational structure among the most important indicators. Based on the findings, organizations can improve their context in order to make more effective use of PROJECT PORTFOLIO MANAGEMENT, with the aim of reducing biological hazards during the implementation of construction PROJECTs.