Evaluation of Strategic Project Planning Models used in Iranian Hydro Electric Organization in Day light Saving Project

Abstract: Multiple causes of continuously occurring power outages in Yazd Province of Iran have been experienced in recent years. This research studies how key stakeholders have perceived the results of the strategic decisions taken by directors of HEPP to diminish the power shortages and to even increase power supply to a limit of exporting power to other neighboring provinces. How could HEPP emerge from an organization in the edge of bankruptcy to an organization that can surpass all expectations and won over their competitors? HEPP’s strategic decisions followed implications of several models and finally a strategic plan on the bases of the Bryson model was selected and practically applied to achieve their final expected results. The literature review in this study describes selected models as well as the Bryson model set up and structure. This study portrays a demonstration and an evaluation of various strategic plan management models used in Iranian organization in particular HEPP. The researcher designed several questionnaires and forwarded them to HEPP’s administrators, employees and other stakeholders in three groups. Additional phone interviews were conducted and the quantitative as well as qualitative data collected was evaluated and displayed in tables and figures in this study. Data analysis demonstrates a few shortcomings, weaknesses and strengths that are discussed in detail and conclusive proposals are presented through the conclusion section in enhancement of HEPP’s services to the advantages of stakeholders and employees of HEPP with a complete consideration for HEPP’s well being and awareness of its competitors. Although this study is limited in scope it highlights what needs to be done in HEPP or similar hydro electric organizations in Iran, and it can act as a stepping stone for further research and analysis of hydro electrical demand and supply issues in Yazd region of Iran.