Abstract

Background and purpose
Among management issues, urban development, and project management play an essential role in the success of the preparation and implementation of urban development projects. However, the problems related to the management of urban development projects and plans, the lack of resources, facilities, and the bulk of the administrative body of government organizations for implementing urban projects have caused fluctuations or deficiencies in the economy of urban plans. In this regard, the current research aims to evaluate the management of urban service projects in Sari from 2018 to 2019. In the present research, this question will be answered, how can project management be evaluated using a technique, and what has been the status of project management in implementing urban service plans? Finally, by providing suitable management solutions, it can play a significant role in realizing sustainable urban development plans for this city.
Materials and methods  
The current research is applied in terms of purpose and descriptive and analytical in terms of methodology. Library and field methods and questionnaire tools have been used to collect information based on the standard of project knowledge management and design with a Likert scale. Questionnaires are arranged in the sections of individual and general characteristics, project characteristics, and project management evaluation and control, which includes nine management areas. For each field, components are defined that determine the correct measurement of the level of knowledge. Experts and employers of Sari municipal services have completed questionnaires. After completing the questionnaire, the importance of the indicators has been determined by calculating the average in each nine areas. If each area's average is higher, it indicates a higher importance than the other areas. Then, their relative deviation is calculated and analyzed to rank the fields.
 
Findings and discussion
The results show that in 18 implementation projects of urban service plans during 2018-1999, project risk management, with the highest average (2.91), was in the best condition, and time management was in the worst condition, with an average (2.12). As a result, time management, with a relative deviation of 47, is identified as the priority for change. Also, the results obtained from Fazi Dimetal showed that integrated management, human resources management, communication management, and risk management with scores of (0.084), (0.050), (0.024), and (0.017) are among the causal factors, and other indicators such as range management, time management cost management, quality management and procurement management with the value of (-0.021), (-0.044), (-0.043), (-0.008), and (-0.032) are considered among the handicap factors. As a result, integrated management and time management are among the most effective indicators in project management of urban service projects in Sari city.
 
Conclusions
In the current research, using the PMBOK project management knowledge technique, the status of Sari urban service plans project from 2018 to 2019 in 9 areas (integrity, time, cost, scope, risk, quality, human resources, procurement, and communication) was evaluated. The results show that in 18 implementation projects of urban service plans during 2018-1999, project risk management, with the highest average (2.91), was in the best condition, and time management was in the worst condition, with an average (2.12). As a result, time management, with a relative deviation of 47, is identified as the priority for change. On the other hand, in terms of effectiveness and effectiveness, project integrity management, with a score of (0.084), was identified as high effectiveness, and project time management, with a score of (-0.044), was identified as low effectiveness.