Programme and portfolio management
In oil, gas and infrastructure EPC projects.
Home · Expertise
Credentials
Areas of expertise and verifiable credentials
Claims are easy; that is why the documents themselves are here, so you can see and verify them.
Field of work
Areas of expertise
Engineering management
FEED, MDP and change control through to IFC.
Planning and project controls
Critical path, delay analysis and schedule recovery.
Risk identification and registers
From technical risks spotted at design stage to logging, monitoring and closing them during execution.
Practical use of AI
In roadmaps, risk identification and stakeholder communication.
Project maturity and excellence assessment
Based on the PEB model, and carrying strategic objectives into programmes.
Qualifications
Credentials
PMP — Project Management ProfessionalIssued by the Project Management Institute (PMI), USA
ISO 21500 — Guidance on project managementCertified
Assessor — 13th Iranian National Project Excellence AwardIranian Project Management Association (IRANPMA) — based on the IPMA Project Excellence Baseline (PEB)
Qualification of Assessors workshopIranian Project Management Association — three days, Tehran, February 2025
P3.express — project management methodology24-hour course with an accredited P3.express trainer — February 2025
MBA, Construction Project ManagementBSc Civil Engineering
AI credentials
- Generative AI Overview for Project Managers
- Practical Application of Generative AI for Project Managers
- Talking to AI: Prompt Engineering for Project Managers
- Certified AI ConsultantCareerpreneur Academy
International credentials
Project Management Institute certificates
One project management certificate and three AI certificates, all from the same issuer. The PMP number and validity are listed so you can verify it in PMI’s official registry.
Full viewProject Management Professional (PMP)
Project Management Institute (PMI) — USA
Full viewGenerative AI Overview for Project Managers
Project Management Institute (PMI)
Full viewPractical Application of Generative AI for Project Managers
Project Management Institute (PMI)
Full viewTalking to AI: Prompt Engineering for Project Managers
Project Management Institute (PMI)
AI consulting
Certified AI Consultant
A two-month professional programme worth 120 CPD credits, on integrating AI solutions, optimising workflows and advising organisations on AI-driven transformation. The certificate ID and CPD activity number are listed so it can be verified.
Full viewCertified AI Consultant
Careerpreneur Academy — CPD Group accredited activity
Iranian Project Management Association
Project excellence assessment
Excellence assessment looks at a project from another angle: instead of running my own project, I assess other people’s projects against a shared, declared baseline. Both documents below rest on the same basis: the IPMA Project Excellence Baseline (PEB).
Full viewAssessor — 13th Iranian National Project Excellence Award
Iranian Project Management Association (IRANPMA) — Tehran, 2025
Full viewQualification of Assessors — training workshop
Iranian Project Management Association (IRANPMA) — Tehran
Workshop syllabus
The workshop syllabus is exactly what separates an assessment from a personal opinion: applying assessment criteria and scoring matrices, individual assessment of a case study, reaching consensus within the assessor team, preparing a project site visit, and writing the feedback report for the applicant project.
Delivery methodology
P3.express — planning that has a rhythm, not just a document
A schedule, however detailed, does not move a project by itself. What moves it is a cycle that asks the same few questions every week and demands the same few outputs. P3.express is a lightweight project management methodology built to do exactly that: a small number of fixed activities set on monthly, weekly and daily rhythms — from start-up to delivery and closure.
Rhythm instead of events
Real progress is not discovered in the monthly meeting; it is only discovered late there. With a fixed weekly cycle, deviation shows up in the same week — while it can still be recovered.
Risks and issues inside the cycle
A risk register is alive only when it is part of the weekly cycle, not a separate document updated once a month. That is where risk management turns from a file into a practice.
Health reviews at fixed intervals
The method asks at set intervals what state the project is in — not just how many percent it has progressed. The difference between those two questions is the difference between a status report and a timely decision.
Every activity has an owner and an output
No item is closed without a named owner and a defined output. The same rule applies in advisory sessions: a meeting ends with a specific action, not a general summary.
On an EPC project
For an EPC project with dozens of simultaneous work fronts, the value of this method lies in what it does not add. A new reporting layer on a project already buried in reports makes things worse; a short, fixed cycle shortens the path to a decision.
That fixed rhythm is what makes AI on the reporting cycle possible: the tool sits on a regular cycle, not on a shapeless flow. A worked example is on the AI page.
Full viewP3.express — Certificate of Attendance
Behin Rahbord Hoonam — accredited P3.express trainer
Before work reaches the site
Most site hazards are born in the design office.
That is why safety in my work is not a separate item at the end of the report; it is part of planning.
HSE
Getting safety right on projects
Safety is not a project cost; it is the cheapest insurance a schedule can buy. An incident on one work front can stop that front for days, and its effect on the critical path costs more than any engineering delay. That is why safety in my work is not a separate item at the end of the report; it is part of planning.
Five places where safety is really built
None of these is a slogan. All five are decisions made before work reaches the site.
- Safety at design stage, not at construction stage
Most site hazards are born in the design office: insufficient access clearance, an erection sequence that makes work at height unavoidable, or a point where a live line must be opened for maintenance. A constructability review before IFC is the cheapest place to remove them. - Permit-to-work discipline in live facilities
Working inside a live operating area — right next to a unit in production — is the toughest HSE condition on a project. There a work permit is not paperwork; it is the only thing that draws a line between two contractors working at the same time. - Sequencing work instead of crowding it
Most incidents happen when several contractors work in the same space at the same time. Managing clashes between fronts in the schedule is a planning issue before it is an HSE issue — and that is where it gets solved. - Schedule pressure is never an excuse for shortcuts
The most dangerous sentence on a late project is “let’s just do it faster this time.” Delay is recovered by adding fronts and resources, not by cutting safety steps. That line is stated in the progress meeting, not after an incident. - Take low-impact events seriously
A reported near miss is an incident that did not happen. A team blamed for reporting will not report next time — and that is the point where safety statistics part ways with reality.
What it is measured against
A safety claim is credible only when its period, scope and boundary of responsibility are clear. These differ on every project, so I don’t publish a headline number here; in a meeting I give each project’s record with those three qualifiers. A precise sentence is always more credible than a big one.
If you want to test this expertise on a real problem
Bring one specific issue; an hour is enough to start.