پیمان نیایش نیا

Today, energy supply is one of the most important axes of the strategy of different countries due to its vital role in the continuation of technological and economic development of countries. The Petroleum industry, as one of the most important industries producing energy, has become an important and special industry due to the complexities of its production and extraction. Therefore, classification and prioritization of changes have taken place, and presenting a model of how to deal with changes can play an important and fundamental role in managing changes in executive projects. Of course, no project can completely eliminate the risk of change, but it can be largely prevented by identifying the underlying causes of change.In this study, an attempt has been made to compile a study and present a questionnaire and interview with experts and specialists in the oil industry, information, and existing records, which resulted in finding 20 of the most effective changes in EPC projects in the field of the petroleum industry. For this purpose, after reviewing and analyzing the changes, the model of dealing with the changes in EPC projects is presented and then according to the main parts of EPC projects, the most effective cases of each part are determined by using multi-criteria decision-making methods consisting of series. Analysis Hierarchy Process (AHP) and Gray Relationship Analysis (GRA) have been proposed to provide a change management structure in EPC projects in the oil industry. Based on the obtained results, it was found that the design and engineering (E) phase has the greatest impact on the changes made in EPC projects, followed by the manufacturing and construction (C) and procurement (P) phases. This research could be useful for prioritizing and managing change and minimizing the impact of unintended changes on EPC projects in the petroleum industry

In most execution schemes with various contractual patterns, changes in design and execution have become one of the main problems of project implementation, as many project management theorists have identified as one of the major risks affecting project success. Thus, providing a changes management model can play a key role in a more holistic approach to reducing risk and achieving project goals. For this purpose, unlike other conventional methods of risk assessment and modification, in this study, changes identified by four criteria: probability of occurrence, severity of effect, probability of detection and probability of determining appropriate response using Fuzzy FMEA fuzzy environment technique, The identified changes were prioritized and critical cases identified. Then, to evaluate the impact of other components on project objectives and to consider the interplay of these criteria with each other, it was combined with TOPSIS hierarchical structure method. The results show that engineering design changes are one of the most important factors contributing to the failure of EC projects. Also, poor planning risk is the most effective risk of planning and construction projects when planning ahead is delayed. Given that there are many EC projects currently underway in the Iranian oil industry that are at risk of changes, Using the results of this research can be useful in reducing the effects of unwanted changes and achieving project goals.

In most executive projects, changes and rework have become one of the main risks in this area, so providing a cost management model for registering, evaluating, controlling, and managing change can play an important role in achieving project goals.In this study, field studies and questionnaires and interviews with experts, information and relevant records were collected, which resulted in finding 16 of the most effective changes in the cost of executive EC projects in the oil industry. Then, based on the management model of each of the changes presented in this research, using a hybrid method of multi-criteria decision making of hierarchical analysis (AHP) and gray relationship analysis (GRA), to provide management structure to change the cost of EC projects in the field of EC industry. This research could be useful in reducing the risk of budgeting and managing the cost of change and minimizing its impact on EC projects in the oil industry.