Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.

8Successful subway construction projects involve many socio-economic, cultural and environmental 9 challenges. These projects enhance public convenience, and are complex and uncertain, involving 10 multiple governmental organisations. The critical success factors (CSFs) of these projects have been 11 identified and prioritised from a main contractors' perspective, to enable project managers to prioritise 12 their efforts and concerns. This study sheds light on critical success factors (CSFs) in subway 13 construction projects and contributes to the project delivery success literature with an overarching focus 14 on the contractors' perspectives. Our investigation revealed that, for subway construction projects in Iran, 15 goal setting through clear and realistic project goals, project management competency, competent project 16 team, good cultural fit, top management support, and adequate funding throughout the project are the top-17 ranking CSFs. An extensive body of literature is reviewed, and 140 potential success factors are 18 identified. Then a focus group has been conducted in which the potential CSFs reduced to 39 success 19 factors. The priorities and ranking of the success factors were evaluated according to the views of 63 20 project managers of subway projects. The Correlation coefficients analysis was used to analyse the 21 * Corresponding author's email: aghanbar@bond.edu.au results, and it revealed that 23 success factors such as goal setting, top management support and PM 22 competency were perceived to be critical by the respondents. No other research has, until now, found the 23 critical factors leading to success in subway construction industry in Iran. The results have been verified 24 against other research done in other countries. 25 using the subway daily (Bagheri 2017). "Almost 60% of Tehranies use the metro on a regular basis, and 41 over half of the trips are either for shopping (28%), work (19%), or going to Tehran's CBD (15%). 42Worldwide, Tehran's subway ranks 15 th in terms of the number of passengers per day and 20th 43 regarding network length which was 128 km in 2012" (Bagheri 2017, p.7). Looking at these figures, the 44 economic benefits of subway construction are clear. Thus, subway construction projects are essential in 45 Tehran given the city's traffic congestion. The success of such projects is vital for sustainable economic 46 growth and social well-being (Ghanbaripour et al., 2015). 47Through the years, the Iranian government has made considerable investments in transportation systems 48 and expended substantial effort in expanding its network. According to Jin et al. (2012), infrastructure is 49 vital for the development of the country. These projects play a crucial role in the construction industry of 50 the country. It acts as a key to attracting foreign capital to developing countries (Jin et al., 2012). In this 51 regard, public transportation in Tehran (population over 9 million) should mitigate the problems arising 52 from the lack of an adequate transportation syst...

9The means for assessing what constitutes successful project delivery is a controversial topic in the 10 literature, with many approaches and frameworks in play. This paper extends Langston's existing 11 3D Integration Model to include an assessment of triple bottom line (TBL) performance and applies 12 it, for the first time, to a real-life case study. A subway station mega-project in Tehran, one of the 13 busiest cities in the world, is retrospectively tested to evaluate its success. The new subway system 14 is an important infrastructure project in Iran, and no research to date has evaluated its delivery from 15 a project management perspective. This paper provides governmental and private sector agencies 16 with a procedure to calculate the project delivery success (PDS) score for the construction of this 17 subway or similar infrastructure projects, enabling a unique means to compare performance with 18 other developments in Iran or elsewhere. From field data, it is shown by the researchers and verified 19 by both the site project manager and client's representative that the subway's construction is an 20 unsuccessful project. The findings quantify what could have been done, based on advice generated 21 from the model, to deliver a successful outcome. The benefit of Langston's 3D Integration Model is 22 its applicability to any project type or context, enabling them to be effectively compared and ranked 23 by the percentage change between planned and actual PDS score. Given the introduction of TBL as 24 a fifth core project constraint, an optimum solution can be found via the application of several 25 heuristics (or rules) that define the boundaries within which a successful solution lies. The extended 26 ManuscriptClick here to download Manuscript Revised JCME Paper_REV5.0_for submission.docx 2 model contributes to knowledge through its ability to quantify success and optimize performance, 27 ideally during the delivery of the project rather than as a post-mortem exercise. 28

This study explores the type of management styles adopted by construction project managers (PM) in Iran and the relationship between the styles chosen and project success. A sample of 139 project management practitioners participated, and the results were analysed using robust statistical methods. The results show that although most of the PMs tend to take determined approaches, the rate of adoption of this management style slightly differs from that of the other styles. The results also present that the four dimensions of management style, namely interaction, flexible, proactive and external, would lead the projects to achieve better outcomes and increase the likelihood of success. The findings form an insight into the current practice and may be useful for PMs to improve their management abilities and skills.

Purpose With the increasing complexity of public–private partnership (PPP) projects, the amount of data generated during the construction process is massive. This paper aims to develop a new information management method to cope with the risk problems involved in dealing with such data, based on domain ontologies of the construction industry, to help manage PPP risks, share and reuse risk knowledge. Design/methodology/approach Risk knowledge concepts are acquired and summarized through PPP failure cases and an extensive literature review to establish a domain framework for risk knowledge using ontology technology to help manage PPP risks. Findings The results indicate that the risk ontology is capable of capturing key concepts and relationships involved in managing PPP risks and can be used to facilitate knowledge reuse and storage beneficial to risk management. Research limitations/implications The classes in the risk knowledge ontology model constructed in this research do not yet cover all the information in PPP project risks and need to be further extended. Moreover, only the framework and basic methods needed are developed, while the construction of a working ontology model and the relationship between implicit and explicit knowledge is a complicated process that requires repeated modifications and evaluations before it can be implemented. Practical implications The ontology provides a basis for turning PPP risk information into risk knowledge to allow the effective sharing and communication of project risks between different project stakeholders. It can also have the potential to help reduce the dependence on subjectivity by mining, using and storing tacit knowledge in the risk management process. Originality/value The apparent suitability of the nine classes of PPP risk knowledge (project model, risk type, risk occurrence stage, risk source, risk consequence, risk likelihood, risk carrier, risk management measures and risk case) is identified, and the proposed construction method and steps for a complete domain ontology for PPP risk management are unique. A combination of criteria- and task-based evaluations is also developed for assessing the PPP risk ontology for the first time.