A Recommendation from the Pan-Iranist Progressive Party to C-Level Executives and Senior Stakeholders
Project Management as a Strategic Competency
Project management (PM) has emerged as a core competency across organizations at all levels. Understanding how each phase of the project lifecycle interconnects is essential for delivering successful outcomes—regardless of project size or scope. Structured PM techniques provide maximum value during execution, enabling organizations to meet objectives with precision and accountability.
Recognizing the transformative potential of PM expertise in combating corruption and collusion, the Pan-Iranist Progressive Party recommends a series of strategic actions aimed at minimizing deviation, abuse, and inefficiency in the management of public projects.
The Competitive Edge of Professional Project Managers
The PM field is increasingly competitive. Top-tier project managers understand that delivering on time, within scope, and on budget requires mastery of the entire discipline. This includes stakeholder communication, procurement planning, quality assurance, risk mitigation, and strategic alignment.
In the context of anti-corruption initiatives, project managers must go beyond technical execution. They must connect project work to broader organizational strategy, ensuring that every initiative adds measurable value. A well-trained project manager consistently outperforms those relying on ad hoc methods or trial-and-error approaches.
A Multi-Dimensional Anti-Corruption Framework
To institutionalize transparency and accountability, the following structural reforms are recommended:
De-compartmentalization of projects to eliminate silos and foster cross-functional collaboration.
Appointment of dedicated project managers to oversee execution and ensure integrity.
Creation of centralized databases for project data, performance metrics, and lessons learned.
Intelligent risk management systems to anticipate and mitigate vulnerabilities.
Review of contracting practices to eliminate loopholes and reduce opportunities for manipulation.
Projects often involve numerous moving parts. Without formal training and strategic oversight, execution becomes reactive and inconsistent. Project managers must be equipped with comprehensive knowledge of anti-corruption best practices, current governance models, and the tools of the trade.
PMI’s Contribution to Anti-Corruption Governance
Drawing on the expertise of its Board of Directors and Governors, and informed by global best practices in governance and construction project management, PMI has identified six key findings and proposed eight actionable recommendations to improve the management of public funds.
Key Findings
Functional (silo) management obstructs integrated project oversight.
Awarding contracts to the lowest bidder often leads to amendments and cost overruns.
Poor amendment management reflects inadequate planning and weak monitoring.
Firms offering both PM and execution services create conflicts of interest.
Secretive project portfolios enable unchecked influence over execution.
Lack of performance data leaves municipal officials dependent on external firms.
Recommendations
Adopt interdisciplinary working methods with project managers overseeing end-to-end execution.
Apply PM methodologies tailored to the realities of public sector operations.
Integrate risk management into all projects with contingency planning.
Review contract awarding practices, especially regarding amendments and extras.
Eliminate the practice of awarding contracts solely to the lowest bidder.
Develop centralized databases for lessons learned, delay costs, supplier performance, and more.
Include independent PM experts in all infrastructure projects.
Implement rigorous and transparent project portfolio management processes.
SAP Fraud Management: A Tactical Layer of Defense
To complement strategic PM reforms, SAP Fraud Management offers tools for effective fraud detection and remediation:
Monitor KPIs and generate management reports.
Analyze fraud patterns and define detection rules.
Manage alerts with efficient evaluation and remediation workflows.
Simulate and calibrate detection strategies.
Execute real-time detection to halt suspicious transactions.
Lean Six Sigma: Driving Transparency and Innovation
The Pan-Iranist Progressive Party advocates for full transparency and the adoption of Lean Six Sigma methodologies. These approaches are vital for transforming governance and enabling the “Woman, Life, Freedom” movement to evolve into a resilient and accountable government.
When political parties commit to continuous improvement, they must deliver tangible outcomes. C-level executives—CEOs, CFOs, CIOs—and senior leaders must collaborate with the party as strategic advocates for reform.
Organizational Alignment Across All Levels
Beyond the C-suite, transformation requires engagement from:
Business Analysts, Directors, Consultants, Managers, Engineers
Program/Project Managers responsible for Operations, Finance, Sales, Product Development, HR, Business Transformation, and IT
Project Managers play a pivotal role in ensuring transparency. Lean Six Sigma builds on decades of operational improvement, focusing on cost reduction through process optimization and quality enhancement.
Lean Six Sigma in Political Governance
Lean Six Sigma is not limited to corporate environments. Leading organizations use it to innovate across operations, services, and business models. In political governance, it helps meet stakeholder expectations, eliminate defects, and improve quality.
Lean targets waste elimination in existing processes.
Six Sigma focuses on continuous improvement (DMAIC) to reduce variation.
By deploying Lean Six Sigma, political leaders and executives can dramatically improve performance, reshape organizational culture, and create environments where innovation thrives.