Guild of Project Controls: Compendium | Roles | Assessment | Certifications | Membership

PMO Lead / Senior Planner (EPCC Project), Sazeh Consultant Company, Bid Boland Refinery project

START Date: 
March, 2000


2012 – Present           Iran Power & Water Equipment and Services Export Company (SUNIR) Tehran, Iran

1) Transmission Line, Network system & Substation projects, Senior Project Control

Total value of the project is US$300,000,000

(August 2013 – up to present),

List of projects:

220kV Transmission Line & 220/132kV substation at Gawadar and Supply of 13 Auto Transformers at Pakistan

EPC of Iran- Armenia third power (400kV) Transmission Line & substation at Noravan

Transmission Line & substation at Dadu-Khuzdar Pakistan

Extension of 230kv Substations at Ethiopian

Supply & Installation of 110kV Transmission Line, 110/20kV Substation and MV&LV Distribution Network for Kala-e-New city (Afghanistan)

500/220kV Shikarpur Substation and Allied Transmission Lines project

Mobile Substations in Erbil Governorate (Iraq)


·         Corporate and coordinate with Client

·         Conduct weekly, monthly meetings with construction and project management and client as required to provide assistance in resolving issues, review progress reports

·         Generate and develop Planning and Scheduling procedures,

·         Create and Develop schedule structure and WBS for EPCC contract in P6

·         Define Planners flow diagram (communication line between project stakeholders e.g. MC, Subcontractor, supplier )

·         Review outstanding tasks with team members and manage priorities

·         Manage and supervise project planners and cost controllers

·         Develop project schedule in Level III and detailed

·         Develop control sheets for monitoring project MDL and Purchasing List

·         Provide construction with forward looking mitigation plans and data

·         Participate in preparation of project CBS

·         Develop project cash flows, budgets and monitor them.

·         Create project Manning plans in engineering phase and monitor them

·         Create delay, deviation reports and Verify integrity of Earned Value Management System

·         Preparation reports.2000 – 2012           Project Controls Manager, Sazeh Consultants Company, Tehran, Iran



Bid Boland II Gas Plant – Package A (BB2) EPCC Project, Bid Boland Sepehr Co. (BB2), Behbahan-Iran, total value of US$2,000,000,000 (April 2007 – up to present), Time, Cost & Resource Planning and Control Manager


  • Corporate and coordinate with SNC Lavaline Co. as FEED designer,
  • Generated and developed Planning and Scheduling procedures,
  • Defined CTR’s flow diagram (circulation of the data and line of communication),
  • Created and Developed Schedule structure and WBS for EPCC contract in P6,
  • Managed and supervised Project Planners and Controllers,
  • Coordinated with consortium parties as consortium leaders (Generated and developed instructions and guidelines),
  • Coordinated and communicated with Owner’s planner concerning relevant issues,
  • Supervised on updating and Control of time schedule in “E”, “P” & “C” phases,
  • Coordinated with Engineering, Procurement and Construction directors,
  • Participated in preparation and Development of Engineering Deliverable list,
  • Prepared project cash flow,
  • Prepared project risk management plan,
  • Prepared engineering Invoices,
  • Performed detailed analysis of actual cost/man-hour versus planned cost/man-hour, applying Earned Value Management technique(EVM), surveyed the root causes and took corrective action in case of observing any poor performance-prepared all kinds of related reports


Petrochemical PVC Complex, Iranian National Petrochemical Co. (NPC), Bandar Imam-Iran, total engineering and procurement value of 470,000,000€ and construction estimated value of 150,000,000€ (April 2004 to March 2007), Deputy of Planning & Control Manager


  • Coordinated with foreign joint venture (German Krupp-Uhde as licensed and Basic designer) Project Control Manager as counterpart,
  • Communicate and coordinate with Stone & Webster Co. as project managing contractor,
  • Managed and supervised Project Planners and Controllers,
  • Developed Scheduling and WBS procedures,
  • Created and Developed Schedule structure,
  • Coordinated with sub-project CTR’s concerning cause of delays, remedy action plans and analyzed project longest path,
  • Coordinated with Procurement managers,
  • Prepared Engineering Invoices,
  • Prepared integrated construction and pre-commissioning schedule level III considering erection and pre-Commissioning sequence, in Primavera Project Planner Ver. 3.1
  • Tracked the actual status of payment milestones and prepared cash-flow reports for Project Director

•      Performed detailed analysis of actual cost/man-hour versus planned cost/man-hour, applying Earned Value Management technique(EVM), surveyed the root causes and took corrective action in case of observing any poor performance-prepared all kinds of related reports


4th Aromatics Petrochemical Plant Project,Iranian National Petrochemical Co. (NPC), Bandar Assallouyeh Iran, total engineering and procurement value of US$400,000,000 and construction value of US$150,000,000 (August 2002 to March 2004), Construction Supervision of Project Cost, Planning & Control Engineer


  • Worked with British Foster Wheeler Co. as Project Managing Contractor
  • Managed Construction Time Schedule for overall project
  • Coordinated with construction three major contractors concerning development of the detail time schedule
  • Developed delay analysis system and present root causes of the delays in management meeting
  • Supervised preparation of the remedy action plan
  • Surveyed required & preparation of the reports for spent human resource, skills and Equipments
  • Established contractor invoicing system.
  • Developed construction WBS which was compatible with erection work.
  • Carried out procurement reports (Receipt material to site)
  • Participated in regular technical meeting with filed engineering’s, Supervisors and construction contractor groups to resolve Areas of concerns.

•      Prepared weekly schedule and compare sub-contractor performance versus actual


3rd Aromatics Petrochemical Plant Project,Iranian National Petrochemical Co. (NPC), Bandar Imam Khomaini Iran, total engineering and procurement value of US$290,000,000 (February 2000 to July 2002), Project Planning and Control engineer


  • Developed project time schedule
  • Measured achieved physical progress and compared with the plan
  • Analyzed root causes of the delays and prepared remedy action plan in coordination with the relevant discipline
  • Managed Time and required human resources
  • Established and managed Document Control system
  • Attended in regular construction site visit meetings to be familiar with the design and supply related issues and areas of concern during the construction and made necessary coordination with concerned parties
  • Carried out Physical progress measurement and reporting




M.Eng., Social and Economic Systems Engineering, University of Amir Kabir (Tehran Poly Technique), 2011

B.Sc., Industrial Engineering, Tehran Azad University, 1998




Microsoft Office Word, Excel, Power Point, Outlook, Primavera Project Management (P6) Version7, Visio, AutoCAD

Courses and Workshops Taken;

2007          An Introduction to PMBOK, Sazeh Consultants, Tehran, Iran

2006          Claim Work Shop, Kingsfield Consulting International, Tehran, Iran

2005          Earned Value, Andishe Karamad Institute, Tehran, Iran

2004          Project Management Module (Primavera “P5”) advanced course, Tehran, Iran

2004          Primavera Expedition; Iran Itok, Tehran, Iran

2004          Organizational Project Management Maturity Model (OPM3), Sazeh Consultants, Tehran, Iran

2003          Work Breakdown Structure Workshop, Sazeh Consultants, Tehran, Iran




English:Fluent in Speaking, Writing, Reading and Listening

Persian:Mother Tongue




References are available upon request 

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