The Project Portfolio Selection is a complex process that involves many factors and considerations since the project is proposed until the project portfolio is finally selected. Project Portfolio Management is the iterative process of assessment, selection and implementation of projects, and the most important part of that is to select projects for portfolio where the or-ganization is required to identify and prioritize projects with the most objective alignment to its objectives. Since the selection of a suitable projects is very important, it is necessary to develop mathematical models to lead the organization towards the final goal. To achieve this goal, these models should reflect the organization's position, goals and priorities as much as possible. In this paper, we propose a multi - objective model for selecting the project portfolio that maximizes efficiency, quality while minimizes the risk involved in project execution.

In the past, due to the use of two-dimensional design, the probability of error in large projects increased. Over time, the need for a digital 3D model has increased in the lifetime of refineries, petrochemicals and power plants. Today, the editable digital 3D model is the basic needs of industrial plants. The Abadan Oil Refinery Co., due to its need for inspections and possible changes in the refinery, has also needed an editable 3D Digital Plant during the past few years. In this paper, with the development of a new methodology, the non-editable Navisworks® model of phase 1 and 3 of Abadan Oil Refinery was transformed into an editable Digital 3D model in AVEVA PDMS. In this methodology, the PDMS programming language called Programming Macro Language (PML) as well as .net code was used. Finally, using the Navisworks® model, these two phases, which consisted of 38 Areas, 2185 equipment, 17966 pipes, 7046 instruments, and 2617 structures were converted into an editable PDMS model for nine months.

This paper is aimed at reviewing present state of the art (1998-March 2019) on the impact of Enterprise Resource Planning (ERP) implementation in Small and Medium Enterprises (SMEs). It includes critical success factors and critical failure factors. The technique depends on writing survey for optional information gathering. It characterizes the expressions that are utilized to get explore papers from databases and advanced studies on the ERP implementation in SMEs. It additionally incorporates the consideration and prohibition criteria to im-prove nature of papers. At that point methodical audit is made on the accessible papers to research the effect of ERP usage in SMEs. Critical factors are identified for success and failure of ERP implementations and actual impact of the same on SMEs (add actual success and failure factors here besides impact). The research found in this paper has limitations in terms of the period of which research papers have been reviewed. An implicit limitation is that it does not consider an empirical study except focusing on the state of the art found in the re-search area. However, its insights will have potential benefits and the directions for future work. This paper contributes to the research on the impact of ERP implementation on SMEs either positively or negatively. It discovers critical success factors, critical failure factors and impact through secondary data collection method. The insights will help SMEs and stake-holders of SMEs and ERP service providers learn about the reasons for failure or success and take necessary course of action.

Lean Six Sigma is systematic and excellent operation management approach aimed to en-hance overall production through the elimination of waste and improve customer satisfaction. In the present case study, automobile part manufacturing unit has been selected and found 22% wastage in manufacturing steps resulting reduction in production. The primary objective of this research is to find the main reasons of production wastage and recommend corresponding remedies to counter the wastage reasons. For this purpose, Lean Six Sigma approach with the help of DMAIC methodology is implemented to observe and examine different root causes of the frame lugs production losses and rejection problems. The result reveals that the movement of material and employee are critical issues for wastage of resources, ultimately affecting production of industry. Lastly, the possible solutions are to be advised to tackling these issues. The successful execution of the proposed solutions show 7% growth in the production of the component which saves annually INR 15, 64, 056.