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Farshid Adavi
Project Manager at CivilHouse
IranAbout
Farshid Adavi is a civil engineer and project manager with nearly 20 years of experience in the construction industry. His work focuses on project management, decision-making, sustainable development, and creating long-term value.
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Resources Published on IPM
Resources published on IPM by Farshid Adavi will appear here.
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How do you keep stakeholders engaged throughout a project?
I’d add that stakeholder engagement is not only about keeping people informed — it’s about keeping them meaningfully involved. What has worked well for me is tailoring communication not just…
Should Sustainability Be a PMO Responsibility?
Thanks, Mario. I think your point about avoiding another layer of bureaucracy gets to the heart of the issue. Perhaps sustainability does not need a separate governance process at all.…
Should Sustainability Be a PMO Responsibility?
Is Sustainability Still a Project KPI—or Should It Become a PMO Decision Criterion?Sustainability is increasingly discussed as a project objective, but I’m curious about where it should actually sit within…
What was the first project you managed, and what did it teach you?
My first projects taught me something I still carry today: project management is not just about delivering the plan—it’s about making good decisions when reality no longer follows it. Over…
How do you balance AI recommendations with human judgement in projects?
AI can improve the quality of information behind a decision, but accountability still belongs to people. Perhaps the real value is not choosing between AI and human judgment, but designing…
Megaproject Management in Saudi Arabia: What PMs Must Rethink to Succeed
I haven’t worked on a Saudi giga-project directly, but looking at these programmes through the lens of construction and project management, one shift seems particularly important to me: At megaproject…
Is Project Management Becoming Too Process-Heavy?
I don’t think the real problem is that project management has become too process-heavy. The problem starts when process becomes disconnected from decision-making. I’ve seen projects with plenty of reports,…
How do you handle delays?
I try not to treat every delay as a scheduling problem.My first question is: What does this delay actually threaten? The critical path, a key milestone, site productivity, cash flow,…
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When is a project actually successful?
For years, I looked at projects through the familiar lens of scope, time, and cost. But experience gradually made me question whether that was enough.What happens when we look at project success at the intersection of delivery, benefits realization, sustainability, and decision quality?
I increasingly see them as part of one connected chain:
Decisions → Deliverables → Outcomes → Benefits → Sustainable Value
This changes the way we think about success.
▪ A project can be delivered on time and within budget, yet fail to create its intended benefits.
▪ A good outcome can sometimes come from a poor decision.
▪ And a successful delivery can still create unsustainable consequences in the long term.
So perhaps the question is no longer just:
“Did we deliver successfully?”
but:
“Did we make good decisions and create value that lasts?”
I’m curious about your perspective:
Can we still call a project successful if it achieves its targets and…
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Experience
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Education
IAU
Bachelor, Civil Engineering
2006 - 2011
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