Showing 5 results for sobhiyah
Davood Jamali, Mohammad Husein sobhiyah, Hamed Imam Jomeh Zadeh, , Hasan Daniyfard,
Volume 4, Issue 4 (3-2015)
Abstract
Uncertainties and risks underpinning environmental complexities have undermined lots of assumptions and delivery methods of large industrial projects and have lessened their efficiency and effectiveness. In the literature, selecting proper project delivery method in complex situations still lacks attention, and existing relevant studies have been also conducted based on “the first order of project management”, in which the degree and extent of uncertainties and environmental complexities are considered normal and prevalent. Based on the recent scientific and managerial paradigms such as “the second order of project management”, it is necessary to fulfil required revisions in existing models and solutions, utilizing a novel comprehension and vision to the environment. The main aim of this article is proposing an appropriate method for industrial projects delivery which are planned and conducted in environmental complex situations (and especially high uncertainties as subsequent of situations). This study shows that usual Design and Build method (EPC/TK) – with maximum transferring of risks to contractor – does not satisfy executing large industrial projects, and it should be improved through correction of basics and application of innovative tools and techniques. Flexibility Increasing, sharing risk among parties, supporting problem solving approach, etc. in delivery method form the basis and ground for proposed Design and Build method in this article. This research has utilized a qualitative research methodology, incorporating the Grounded Theory method (of Glitzer’s emerging design type) to identify uncertainties, risks, and the proposed mechanisms for flexible Design and Build delivery method.
Hamid Hakamian, Mohammad Hossein sobhiyah, Mohammad Aghdasi, Mahdi Shamizanjani,
Volume 8, Issue 1 (6-2018)
Abstract
Studies in the field of learning and organization have changed through formation of the concept of a learning organization. As a result various models have been developed and customized for project based organizations. Still, they have not yet been customized for Project Based Organizations, as a very important category of organizations with growing importance. The special requirements of project based organizations in learning demands the development of a special model for project based learning organizations (PBLOs). This is routed in the temporary nature of projects. This study aims to develop a paradigmatic model for PBLOs based on case studies in two project based organizations of oil and gas industries. The strategy of the study is structured grounded theory and the data are acquired from interviewing 20 participants in the field of project and knowledge management. As a result of the interviews and by analysis and coding of 715 obtained phrases, 25 basic concepts were identified which have been placed in the paradigmatic model. Since a qualitative approach towards organizational learning has been very limited up till now, and in addition no studies have yet addressed PBLOs in particular, this work could be treated as a pioneering study in the field.
Mojtaba Azizi, Mohammad Hosein sobhiyah, Mohammad Reza Arasti, Amir Albadvi,
Volume 8, Issue 3 (3-2019)
Abstract
The diversity of the skills required in project management and the demand for learning them as one of the main sources of competitive advantage in organizations is growing. One of the ways to learn project management capabilities is through other organizations and people. Inter-organizational learning is the way in which different organizations in an alliance collaborate, share knowledge, and learn from one another. This research focuses mainly on project management capabilities inter-organizational learning process and also on factors affecting it. By using explorative studies, a theoretical model for project management capabilities inter-organizational learning is developed and research hypotheses are formulated based on this model. The data collected from 34 organizational units responsible for different project management functions in two international consortiums of Iran petroleum industry is analyzed and then by using the structural equation modeling, the relationships between research variables are tested. Fitting indices of the model and impact factors between variables resulted from data analysis mostly shows acceptable fit and very strong relationship between components of the model. Finally, suggestions to be used by project based organizations as well as suggestions for future studies are presented along with research results.
Hamid Reza Mohajerani Araghi, Mohammad Hossein sobhiyah, Firooz Raznahan, Maghsood Farasatkhah,
Volume 12, Issue 3 (12-2022)
Abstract
Culture has a direct impact on project processes, especially the initial process of the project, this issue is more pronounced in multinational projects or environments with high cultural complexity. According to the literature review, it seems that the existing theories and models have neglected the influence of cultural factors on the performance of initial project management processes and the lack of a clear theoretical framework to explain the performance of initial project management processes that requires attention to cultural factors in the literature. it is obvious. In this study, considering the gap in the literature in the field of studying the role of culture in the initial processes and early actions of projects, the study of cultural components affecting the performance of the initial processes of project management has been considered. Due to the fact that there is no clear theoretical framework in the literature to analyze the above problem, in this study, qualitative research method and GT-based methodology with Strauss and Carbin approach have been used. Based on the analysis of the findings, it seems that national cultural factors such as "short-sightedness", "partiality", "unplannedness", "haste", and "convenience-seeking", as well as professional cultural factors such as: "lack of language" Common between project pillars "," project pillars mismatch "," client's pleasant preference for reality "," disbelief in project management standards "," disbelief in documentation "and" technical overcoming of project management ", paving the way for" hasty start " Projects "is in the country.
Volume 22, Issue 4 (2-2019)
Abstract
Governance in megaprojects can be used to implement a variety of companies under the consortium agreement, which can affect performance of the consortium. According to literature review and achievement of the research gap, it has become clear that one of the key factors influencing success, is proper governance system. The purpose of this study is to grasp deep-seated influence of governance on mega multi-firm projects in a consortium. Using qualitative and exploratory research method, six upstream consortium of South Pars were investigated and grounded theory was used to analyze data and find relationships between them. At the first step, components of existing governance and influential factors were identified and consequences of existing governance were identified; then, by repeating interviews between the research community and identifying conditions for improvement, components of good governance were presented and effective governance model influencing performance with the implications of good governance criteria and stakeholder interests were designed.
