From B1 Bridge to Budget Provision: Details of Karaj City Council Member's Commendation of the Northern Highway Manager

In a project of this complexity, precise knowledge of past decision-making, technical details, executive constraints and financial requirements is a managerial asset that takes shape over time. Therefore, when deciding on changing managers of such projects, the effects of the transition on continuity of work, knowledge and experience transfer, and management of technical and financial risks must be carefully considered.

While appreciating the many years of efforts of Engineer Abolfazl Rahmani, the former CEO of the Northern Highway Company, the first secretary and chairman of the Integration Commission of Karaj City, he considered the significant progress of this project in the sixth period of urban management as the result of continuous follow-up, expertise and round-the-clock efforts of the executive group, and pointing to the necessity of rebuilding the B1 bridge, he raised questions about the managerial justification of the transfer of the project manager in the current sensitive situation.

According to Barna; In his speech before the 253rd official session of Karaj Islamic Council, Mojtabi Haji Qasmi stated: I feel it necessary to sincerely thank Engineer Abolfazl Rahmani for his many years of hard work during his tenure as the manager of Northern Highway Company. The significant progress of this project in various dimensions, especially the completion of B1 bridge, the construction of B0, Nayat, B2 and B16 bridges, as well as the follow-up of government budget allocation and financing through the discounting of Islamic treasury bonds at a minimum rate, is due to the round-the-clock efforts of him and his colleagues.

Referring to the conditions of the project at the beginning of the sixth term of the Karaj Islamic Council, he added: At that time, part of the bridge columns had been implemented, but the bridge deck had not yet reached the implementation stage, and the Martyr Seyed Hasan Nasrallah Bridge (B0) also had no contract.

Haji Ghasemi pointed out: In the continuation of the sixth period, several measures were taken to remove the obstacles and advance the project, and its progress reached a stage where it was possible to make maximum use of this large construction project, even in the conditions caused by the attack of the American-Zionist enemy.

He emphasized: Of course, as a member of the city council and within the framework of my supervisory duties, I have criticized the northern highway project and the performance of the highway company. However, the existence of disagreements and supervisory criticisms does not negate the compassionate efforts and professional and executive performance of managers. We should be able to distinguish between critical evaluation of decisions and financial performance on the one hand and fair appreciation of technical and operational measures on the other hand.

The Chairman of the Integration Commission of the Islamic Council of Karaj city pointed out the importance of continuing specialized management in complex construction projects and stated: In project management, the concept of "Learning Curve" emphasizes the importance of accumulated experience, knowing the details of the project and benefiting from the knowledge gained from years of activity. From this point of view, the question is that the transfer of the CEO of the Northern Highway Company in the current critical situation, while the reconstruction of the B1 bridge is in progress with numerous technical and financial complications and risks, based on what considerations and management principles was done and what is its justification?

He added: In a project with this level of complexity, accurate knowledge of decision records, technical details, implementation restrictions and financial requirements is a management capital that is formed over time. Therefore, in making a decision about changing the managers of such projects, it is necessary to carefully consider the effects of relocation on the continuity of work, the transfer of knowledge and experience, and the management of technical and financial risks.

In the end, Haji Qasmi, while wishing success to the new CEO of Engineer Aqli, emphasized the need to pay attention to expertise, commitment, accumulated experience and public interests in management decisions and reminded that in large and complex urban projects, maintaining professional continuity and reducing implementation risks, especially at critical stages, should be important decision considerations.