علي نجاتي

This study examines project management maturity within construction project portfolios, with particular emphasis on the social dimension of sustainability. Although project management maturity models have long been employed to assess organizational capabilities, they often fail to adequately capture the complex an‎d qualitative aspects of social sustainability, such as stakeholders’ rights, social justice, an‎d organizational accountability. This theoretical an‎d practical gap is especially evident in Iranian construction companies managing project portfolios, which underscores the necessity of the present research. The main objective of this research is to develop an‎d apply an integrated framework for the simultaneous assessment of project management maturity an‎d social sustainability, an‎d to analyze the relationship between these two constructs in Iranian companies. The study is applied in nature an‎d adopts a descriptive–analytical methodology using a mixed qualitative–quantitative approach. Data were collected through a structured questionnaire with qualitative responses coded quantitatively an‎d distributed among public, private, an‎d semi-public construction companies. Instrument validity was confirmed through factor analysis, reliability was verified using Cronbach’s alpha, an‎d data analysis was conducted using descriptive statistics, normality tests, Pearson correlation, an‎d regression analysis. The findings indicate that the level of project management maturity among the sampled companies is moderate to relatively high, with a mean score of 3.05 out of 5. Similarly, the level of attention to social sustainability is also moderate to relatively high, with a mean score of 2.65 out of 4. The results further reveal a positive an‎d statistically significant relationship between project management maturity an‎d social sustainability, such that a portion of the variation in the social sustainability index can be explained by the level of project management maturity. These results suggest that higher managerial maturity enhances organizational capacity to manage social impacts an‎d engage effectively with stakeholders. Accordingly, the social dimension of sustainability should be incorporated into project management maturity indicators. The proposed framework can serve as a practical tool for monitoring, comparison, an‎d improvement planning at the level of construction project portfolios, while also enabling policymakers to integrate social sustainability criteria into organizational maturity assessments.

بلوغ مديريت پروژه , پايداري اجتماعي , سبد پروژه‌هاي عمراني

Project Management Maturity , Social Sustainability , Construction Project Portfolios

Ali Nejati

Dr. Hassan Malekitabar