From ancient times, organizations providing services and products in the form of projects and operating within diverse human resource teams have faced the challenge of optimally managing this structure. However, in the first stage, it is necessary to have a correct definition of the project in mind so that our approach to the problem fits into a suitable framework. According to the Project Management Body of Knowledge (PMBOK) standard, a project is a temporary effort undertaken to create a unique product, service, or result. Therefore, if our organization is engaged in providing services and products with unique features to its customers within a temporary time frame, executed by a spectrum of resources, our organization is project-oriented.
Now the question arises: What are the main concerns of managers in project-oriented organizations to optimize the flow of value?
Organizations face many constraints in the successful execution of projects, and a proper response to these constraints can ensure customer satisfaction and increase efficiency and profitability. On the other hand, competition has increased to such an extent today that failure to consider even a portion of factors in any field, including quality, cost, operational scope, etc., may lead a company to exit the market and place it in the hands of other competitors. Therefore, among the concerns of senior managers in project-oriented organizations, the following can be highlighted:
