Business School

Where	When	Role
Mostazafan Foundation	2014-2015	Head of the project

The process of defining and delivering the outputs of the “Organizational Project Management System” in the Arvand Free Zone Organization was structured and executed in three main phases. This structured approach ensured a seamless transition from initial discussions to final delivery, aligning with the organization’s strategic objectives and operational requirements.

The defining phase contained two steps:

The pre-initiation step which primarily focused on activities before contract execution and included two key components:

1. Initial negotiations and meetings to gain a comprehensive understanding of the project’s subject and scope.
2. Development of the project proposal, which broadly outlined six key operational areas relevant to the project.

The initiation step, that following the employer’s initial approval of the proposal, contractual negotiations were pursued. Simultaneously, based on prior experiences and the initial understanding of the employer’s organization (and the defined project), efforts were made to define and organize a set of fundamental informational categories. This structured information served as a foundation for collecting and providing essential data about the organization and the project’s domain.

The planning and pre-execution phase encompassed several key actions:

• Developing a detailed project plan, including tasks, timelines, and sub-processes.
• Structuring and equipping project teams, comprising three core groups: leadership, scientific, and operational teams.
• Drafting methodologies, templates, and specialized forms necessary for project execution, prepared either before or during the implementation phase as needed.

The execution and delivery phase consisted of two interconnected sub-phases:

1. Assessing the organization, its project management system, strengths, weaknesses, and other relevant general and specialized aspects.
2. Conducting analyses, designing solutions, preparing reports, and implementing necessary components across various project domains, including templates and forms, policies, organizational structure, processes, software, and training programs for project management system adoption within the employer’s organization.

Socioeconomic Accelerator

Where	When	Role
Tehran	2015-2016	CEO, Concept developer

Rasta accelerator has been the central theme behind the establishment of the Rasta Institute for Management and Technology Development. This project was designed to focus on supporting, guiding, and developing innovative startups in the socio-economic domain. Its primary goal was to leverage the experiential, knowledge-based, and network capital of the institute to play an effective role in the advancement and improvement of various social sectors in the country.

The Rasta Accelerator, like other acceleration centers, followed a similar overall process, including identifying talented individuals, evaluating business ideas, providing initial financial and infrastructural support, offering consultancy and training, fostering business development, networking, and facilitating the secondary growth of startups.

More specifically, the defined services of the accelerator included:

• Providing targeted seed funding for the formation and early-stage development of startups.
• Offering business, legal, marketing, and management consulting services to facilitate business implementation.
• Sharing rich entrepreneurial experiences through mentorship and interactive workshops.
• Delivering business and leadership training programs.
• Facilitating investment attraction for future business growth.
• Providing office space and administrative facilities.
• Market development and establishing necessary connections to facilitate business operations and future expansions.
• Offering post-acceleration support after startups exit the acceleration process.

After the complete design and initial structuring phase, the project was halted during the admission process of the first specialized teams due to the approach of the partners and their failure to fulfill commitments. Subsequently, the Rasta Accelerator’s focus was revised and adjusted, continuing under the Rastup brand to support and nurture small-scale innovative ideas. This initiative has remained active and has primarily evolved into a startup studio model.

Organizational Project Management

Where	When	Role
Arvand Free Zone (Org.)	2016-2017	Head of the project

The process of defining and delivering the outputs of the “Organizational Project Management System” in the Arvand Free Zone Organization was structured and executed in three main phases. This structured approach ensured a seamless transition from initial discussions to final delivery, aligning with the organization’s strategic objectives and operational requirements.

• 

The defining phase contained two steps:

The pre-initiation step which primarily focused on activities before contract execution and included two key components:

1. Initial negotiations and meetings to gain a comprehensive understanding of the project’s subject and scope.
2. Development of the project proposal, which broadly outlined six key operational areas relevant to the project.

The initiation step, that following the employer’s initial approval of the proposal, contractual negotiations were pursued. Simultaneously, based on prior experiences and the initial understanding of the employer’s organization (and the defined project), efforts were made to define and organize a set of fundamental informational categories. This structured information served as a foundation for collecting and providing essential data about the organization and the project’s domain.

The planning and pre-execution phase encompassed several key actions:

• Developing a detailed project plan, including tasks, timelines, and sub-processes.
• Structuring and equipping project teams, comprising three core groups: leadership, scientific, and operational teams.
• Drafting methodologies, templates, and specialized forms necessary for project execution, prepared either before or during the implementation phase as needed.

The execution and delivery phase consisted of two interconnected sub-phases:

1. Assessing the organization, its project management system, strengths, weaknesses, and other relevant general and specialized aspects.
2. Conducting analyses, designing solutions, preparing reports, and implementing necessary components across various project domains, including templates and forms, policies, organizational structure, processes, software, and training programs for project management system adoption within the employer’s organization.