The potential for energy efficiency in office buildings is critical, especially in regions facing rapid climate change impacts. This study investigates the use of phase change materials (PCMs) and double-skin façades (DSFs) to optimize energy performance in office buildings in Iran, a country with significant energy demands for heating and cooling. Utilizing Building Information Modeling (BIM) and EnergyPlus 24.1.0 software, we evaluated energy consumption trends across climate scenarios from 1981 to 2030. The findings underscore the rising energy demand due to global temperature increases and demonstrate that integrating PCMs and DSFs can mitigate energy consumption. This research highlights the importance of region-specific building strategies to achieve energy-efficient designs and contributes practical insights for developing sustainable energy policies in Iran.

One of the persistent challenges in the construction industry is accurately estimating time and costs for civil engineering projects. Inadequate planning in these areas can lead to unexpected expenses and delays. The main goal of this study is to evaluate the impact of Earned Value Management (EVM) and risk management on factors such as project schedule, project costs, and design defects. For this research, a questionnaire was designed and disseminated to subject matter experts in Iran. Geographically, the participation rates were 38.49% in East Azerbaijan, 31.65% in West Azerbaijan, and 26.86% in the Tehran Province. Data was analyzed using SPSS and AMOS software. Structural equation modeling results indicate that both risk management and Earned Value Management (EVM) have a positive influence on project time (0.53) and cost (0.60). The analysis suggests that the EVM system and risk management directly and positively affect project time management. Moreover, the information phase of the Evam system notably impacts project time and cost management, whereas the performance phase contributes to reducing design defects and enhancing project quality.

Today, the development of infrastructure and construction projects in developing countries is of paramount importance. Water projects, in particular, play a crucial role in advancing agriculture, industry, and the economy. The success of these projects hinges on the effective management of time, cost, and quality. The most critical indicator of a project's success is its completion within the forecasted time and budget leading up to its operation. This study aims to assess the impact of Earned Value Management (EVM) 's impact on managing project schedules and budgets in water resource projects. The earned value method was employed to ascertain if the project was ahead or behind schedule and whether the costs were within the budget or had overrun. The values of the Earned Value Index were analyzed at three stages of project implementation. Examining the Schedule Variance (SV) at various phases indicates that a lower percentage is more advantageous for the project. Initially, the SV was 40%, signaling a delay mainly due to the delayed start of operations in the injection gallery and access points. This improved to 25% in the second stage, with the commencement of previously lagging activities. The schedule variance decreased to 11.6% in the final stage, aligning closer to the project schedule's end. Additionally, the Schedule Performance Index (SPI) value, which reflects the efficiency of project management in terms of timeliness, improved from a weak start of 0.6 to 0.88 (with 1.0 indicating that project performance is on target).