The use of solar trackers can help increase the production and time period of electricity generation in photovoltaic power plants. Different types of trackers in terms of rotation mechanisms and sun tracking systems have been used in these types of power plants in recent years. In this article, a comparison has made between the electricity produced of fixed and tracking structures in a number of power plants which are located in different cities of Iran but in similar geographical locations. Following this, software modeling is used to evaluate various sun tracking scenarios in the design of sample power plants. Finally, a techno-economic analysis has been made to evaluate the decision-making regarding the construction of such power plants in Iran using this technology. Using east-west detectors has had a positive effect on increasing the production of power plants, especially in summer. Due to the higher initial costs of using this technology in the power plants, as well as the higher maintenance costs, the economization of the power plants’ business plan is extremely dependent on other economic conditions governing the project. Using trackers alone cannot lead to a better situation in a project’s lifetime. From the national point of view, if domestic companies can produce east-west single-axis tracking technology at an acceptable cost and provide related services in the long term, it would be beneficial for the power grid. One of the attractive proposals for the power plants under construction will be the use of this technology, because of additional electricity production in peak hours in summer. Annual experimental data from different tracking/fixed PV power plant have been used for the first time in this techno-economic investigations, they are validated with the simulation process, and the results have been predicted for a wide range of tracking scenarios. Techno-economic analyses of this type of power plant are an essential need for policy makers and investors in Iran’s energy market.

In this paper a new model for UPFC in PSAT software is proposed. The impact of this model in power flow and optimal power flow (OPF) in analyzed. This analysis is based on comparison of the results in every line before and after installation of UPFC in a test system. It is shown that the model introduced in this paper, is easy to do in steady state analysis and shows acceptable results

Purpose: The present research is trying to construct the network of relationships between different department of an organization during the design and development of car engine. Analyzing the structure of the network, finding the patterns of collaborations, and determining the important departments are the main purposes of the present research.Design/methodology/approach: Improving relationships during a project life is an effective way to enhance employee performance in project-oriented organizations. This paper examines the collaborative relationships between internal project stakeholders through social network analysis (SNA) in a project for the design and development of car engine. In the first step of the research, the network of internal stakeholders was studied based on collaboration in the common activities performed by the resources. Then, the network of correspondences between internal stakeholders was studied. Finally, the two networks were integrated into a single network.Findings: In the integrated network, the “fuel and combustion department” had the largest degree centrality (i.e. highest collaboration with others). The “integration department” was found to have the highest closeness centrality (i.e. more rapid access to other nodes). Furthermore, the “procurement department” had the highest betweenness centrality (i.e. the most strategic department). Our results revealed the potential capabilities of SNA method for the project management in the vehicle industry.Originality/value: The obtained results of the present research show us the value of applying SNA methods and concepts to analyze the inter-organizational network of the Project Stakeholders relationship.