Abdolmehdi Salehizadeh,JaffarMahmudi,




Project-Based Organization,Project Management,Systems Dynamics,Project Management Maturity Model,


It is obvious that the success of a project-based organization is dependent on its projects. A variety of tools such as the project excellence model, project management maturity models, the earned value method, have been developed in this regard, but there are still delays in projects because the projects have dynamic nature with non-linear relationships and feedback processes during the project life cycle. In this paper, we study the factors affecting the project management system in a project-based organization through system dynamics methodology and investigate the causal relations between them as well as the average cost and time variation of organizational projects during the time period. According to the analyses, the increase in each of the project quality or human resource efficiency is insufficient by raising the level of project management maturity or leadership maturity, but their concurrent increase and created synergy have a significant impact on the cost and time variation control. Furthermore, this research is contrary to the public perceptions under which the progress of projects depends on their funding. It is probably due to the maturity level of project management and the maturity of its leadership who takes measures for better management of costs and delays


I. Abbasi, E. M. (2016). A system dynamics model for mobile banking adoption. 12th International Conference on Industrial Engineering (ICIE). IEEE.
II. Akbarpour, S. B. (2016). Organizational Demographic Management: A System Dynamics Model . 34th International Conference of the System Dynamics Society. Delft, Netherlands,System Dynamics Society.
III. Bastan, M. e. (2016). 34th International Conference of the System Dynamics Society. Delft, Netherlands. System Dynamics Society.
IV. Bastan, M. M. (2016). Dynamics of banking soundness based on CAMELS rating system. 34th International Conference of the System Dynamics Society. Delft, Netherlands. System Dynamics Society.
V. Bishwas, S. (2011). Critical Issues for Organizational Growth and Success. A Systems Thinking View using Feedback Loop Analysis, 63-79.
VI. Flood, I. R. (2003). Barriers to the development, adoption, and implementation of information technologies: case studies from construction. Information Technology. 115: p. 30-3.
VII. Ford, D. J. (2007). Project controls to minimize cost and schedule overruns: A model, research agenda, and initial results. International System Dynamics Conference.
VIII. Howick, S. (2003). Using system dynamics to analyse disruption and delay in complex projects for litigation: can the modelling purposes be met? Journal of the Operational Research Society, 54(3): 222-229.
IX. Invotan, T. (1996). System dynamics in project management: a comparative analysis with traditional methods. System Dynamics Review,, p. 121-139.
X. Lyneis, J. a. ( 2007. ). System dynamics applied to project management: a survey, assessment, and directions for future research. System Dynamics Review, 23(2‐3): 157-189.
XI. Park, M. a.-M. (2003). Dynamic change management for construction: introducing the change cycle into model-based project management. System Dynamics Review 19-3, p. 213.
XII. Yaghootkar, K. a. (2012). The effects of schedule-driven project management in multi-project environments. . International Journal of Project Management, 30(1): p. 127-140.

View Download