OIL AND GAS
Not surprisingly, Iran’s large oil and gas
deposits attract global energy companies.
■ Italy’s Eni plans to invest US$4 billion in a
36-month project to get an Iranian gas field
up to production capacity.
■ The world’s largest chemical company,
Germany’s BASF, announced plans to invest
US$6 billion in Iran’s petrochemical sector.
■ Another German company, Linde AG,
has partnered with Japan’s Mitsui & Co.
to invest US$4 billion in petrochemical
projects, although schedules have not yet
From planes to trains to automobiles, Iran’s
transportation sector is on the move.
■ The Iranian government has invited
Indian organizations to invest US$8 billion
in transportation infrastructure projects—including the expansion of Tehran’s
international airport and a 220-kilometer
(137-mile) railway linking Iran with Central
■ Siemens signed deals worth US$1.7 billion
for projects that will bolster Iran’s railway
infrastructure. And Iran and Russia have
signed US$40 billion worth of contracts in
part focused on railway projects.
■ Automaker Daimler AG is partnering with
Iranian companies on a project to start
local production of Mercedes-Benz trucks
and powertrain components.
One of Iran’s least-developed sectors,
mining promises to pull in plenty of investments. It’s already started.
■ A consortium of Iranian, Omani and
Australian organizations won a contract for
a US$1 billion zinc production project in an
area considered to hold the largest deposit
of zinc in the region.
■ India’s national aluminum company,
NALCO, is mulling a partnership on a new
US$2 billion smelter complex project.
“With lots of
to be started or
to be completed
on time and
need to be
—Saied Yousefi, PhD, PMP,
University of Tehran,
within schedule and budget. “With lots of projects
waiting to be started or to be completed on time
and on budget, the concepts of project manage-
ment and standards need to be implemented.”
The removal of sanctions will benefit not only
domestic and foreign project sponsors, but also
the country’s own project management culture,
Dr. Yousefi says. As project practitioners from
other countries travel to Iran, they will bring
knowledge of project management standards
and practices with them. And Iranians will wel-
come being part of multinational project teams,
;e impact of knowledge transfer from foreigners is especially notable given the country’s
youthful makeup. ;ree-;fths of Iran’s 80 million
residents are under 30 years old.
“If people understand and apply project management when they’re young, they will transfer that
knowledge to the next generation,” Dr. Youse;
says. “Once the big barrier of the sanctions is
removed, you will see a bright future for the application of project management in this country.”