Abdullah Alghamdi

Advisor to the Deputy of Technical Affairs (Housing projects):

Providing advice and support to the leadership on matters related to strategy management, performance improvement, and operation enhancement.

Evaluating and aligning strategic and operational plans and recommend changes if required.

Identifying and developing new initiatives and projects` BCs to support executing the strategy and objectives.

Overseeing programs and projects delivery and manage progress of plans execution.

Conducting analyses, and data collection to enhance the operation, solve problems, and provide recommendations.

Developing reporting mechanism to monitor the projects and operations status and, and facilitate decision-making.

PMO Director of Licensing and Compliance Deputyship:

Establishing and running the PMO for a newly established deputyship; including the structure, hiring, tools and process, and operation.

Ensuring the alignment of the PMO deliverables with the strategy and objectives of the new deputyship.

Organizational Excellence based on EFQM Excellence Model.

Business Process Management and Improvement.

Strategic and Operational Risk Management.

Developing the Sport Sector Strategy, GSA Corporate Strategy and Execution Roadmap.

Managing the process of developing and updating the strategy plans in line with the Vision 2030 and several VRPs.

Ensuring all the GSA+ entities are following unified and proper strategy formulation methodologies and all the plans are aligned together to achieve the main GSA vision.

Managing the initiatives design process in alignment with the Vision 2030 governance and requirements.

Managing the initiatives approvals and budget allocation process.

Ensuring the implementation of the initiatives achieves the desired objectives through strategic alignment and intended results identification.

Coordinating with the supporting entities within the Vision 2030 governance (VRPs offices, Adaa, PWT, SMO, BSR, etc.)

Implementing the performance management framework by defining the KPIs, KPTs, and reporting methods.

Managing the internal and Adaa KPIs processes and operations.

Reviewing and maintaining the progress of the strategy plan by conducting strategic review meeting, performance analysis, identifying areas of improvement, and suggesting corrective actions.

Providing internal consultation to help the departments improving their performance.

Providing awareness and communication about the strategy to all management levels to ensure their engagement.

After the Saudi Government approved the National Transformation Plan (NTP) 2020, HE Jeddah Mayor decided to create a focused unit reporting to him directly to perform the following:

JM's Champion with all activities regarding to National Transformation Program 2020 (NTP).

Ensure the cooperation and support to MOMRA in achieving the goals of NTP.

Ensure that JM plays its role in achieving the NTP objectives.

Reformulate and align all levels of JM's strategy and implementation plans, beside all its work and efforts with the NTP (shifting the strategy mindset from only organizational to more national view).

Manage JM's KPIs and performance System process in relation to NTP.

Review, update, and manage JM's strategic initiatives and projects portfolio.

Prioritize objectives, KPIs, initiatives, and projects in alignment with the NTP.

Develop the JM's 5Y and 1Y CapEx budget plan aligned with NTP

Generate reports on progress of NTP strategy implementation and performance to the board level and provide the necessary information and process for decision making regarding the achievement of NTP strategy.

Continuously review and maintain the progress of JM's NTP strategy plan by conducting strategic review meeting, performance analysis, identifying areas of improvement, and suggesting corrective actions.

Provide a support in term of internal consulting for internal departments in order to improve the performance toward achieving the NTP strategy.

Provide awareness and communication to all JM management levels in related to NTP to ensure their engagement.

At Strategy Planning and Development Sector:

The JM's Champion for the National Transformation Program 2020 (NTP).

The JM's Coordinator for the Ministry's strategic and development projects.

Continue the same role at the Jeddah City Strategic Plans 2033 Project started during the previous position.

Plan the implementation phase of Jeddah City Strategic Plans 2033.

Manage the day-to-day operations of strategy and performance management process.

Develop, communicate and improve policies, templates & processes for Strategy and performance Management.

Provide awareness and communication regarding strategy to ensure the engagement of all level employees.

Develop and review JM Strategy Plan (Corporate and the City levels): vision, mission, values, strategic objectives

Cascade the Plan down to the departmental level and ensure that all departments are aligned with the plans.

Review and update the strategic KPIs, targets, and its alignment to strategic objectives.

Review and update the strategic initiatives and projects portfolio

Prioritize objectives, KPIs, initiatives, and projects.

Prepare the 5Y and 1Y JM’s budgets based on the Strategy plan, performance gaps, objectives, initiatives, and city’s needs and requirements.

Generate reports on progress of strategy implementation and performance to the board level and provide the necessary information and process for decision making.

Continuously review and maintain the progress of the implementation of strategic plan by conducting strategic review meeting, performance analysis, defining performance gaps, identifying areas of improvement, and suggesting corrective actions.

Coordinate with all units to set detailed implementation plan and relevant targets to meet strategic objectives.

Internal consulting to improve the departmental performance toward achieving the strategy.

Analyze international municipal benchmarking studies provided by external consultants, define the key learning points, and communicate them to relevant departments.

Made a study for improving the HR department, which includes: Assessment & Evaluation, Strategy Planning, Initiatives & Projects Plan, KPIs, and Management Improvements.

Other Improvement projects:
o Process Improvement for the Investment Department Process.
o Process Improvement for the Land Acquisition for Public Purpose Process.
o Process Improvement for the Public Events Licenses Process.

Project Manager of the JM's restructuring project.

Member of the Election Preparing Committee for Jeddah as an Organizing Team Leader responsible for Work Planning, managing the execution of plan, Process Management, Scheduling, Teams and Resources Management, and Following up the implementation.

At General Department of Strategy Planning:

Provided support in managing the General Department activities and responsibilities; specially the activities of the following departments:
o Performance Measurement Department
o Project Portfolio Department
o Urban Observatory Department
o Management Development Department

Jeddah City Strategic Plans 2033 project:
(Strategy planning, Sub-regional plan, Structural plan, and local plan up to 2033 for Jeddah)
A strategic project to set future plans for the city up to 2033 with AECOM consulting company, my duties was:
o Managing the strategic plan phase, reviewing and initial approval for this phase outcomes
o Ensure that the strategy plan is applied through the other three Phases
o Member of the supervision committee for the project
o Support in managing the all phases to assure meeting the objectives and time frame of the project.

Managing the Initiatives and Performance Measurement Department at Branches Division:

Reviewing and building the strategy Plan and BSC for the Branches division at the Municipality, link the objectives with targets and projects.

Reviewing and setting KPIs for the division.

Reporting the performance measurement on monthly bases for all the branches.

Monitoring all projects within the division to ensure the alignment with the strategy and all projects are within the planned time frame.

Managing the initiatives and convert them to real projects.

Policy and procedure management; to ensure all the branches are applying the correct policy and procedure.

Process Management and Improvement, for Services, Monitoring, and 940 Complaints System processes.

Maintaining a high level availability of products for the customer on the right time and locations.

Forecasting, Ordering and distributing the items for all level of Panda Chain.

Managing the Panda Promo Cycle for the three categories.

Leading a team consists of five members.

Conducted the Re-Engineering process in 5 major Municipal Departments: Building Permits, Architecture Firms, Mega Project, Waste and Cleaning, and City Planning.

Managed a team consisting of 5 industrial engineers.

Conducted performance reviews, identified problem areas and solutions, and created summary needs reports for Building Permits Department, Mega Project Department, and City Planning Department.

Utilized standard re-engineering process to make major departmental process changes through two (2) major projects: building permit issuance process and management control of construction waste process.

Helping in managing month long departmental business processes and performance reviews for the City Planning Department; determined key performance indicators and created summary performance reports.

Successfully managed 5 engineers and a transportation company in transferring the City Planning Department consisting of five business units, 39 employees and about 1400 applications, personnel and documents to the HQ building in three days.

Study credit applications and evaluate the status of applicants.
Approve credit cards applications.

At Department of Industrial and System Engineering, Saudi Arabian Airlines:

Mapped complete ground support services processes for King Abdul-Aziz Airport utilizing MS VISIO software for 12 aircraft services involving approximately 15 ground support services staff members.

Determined manpower needs for the ground support services for King Khalid Airport; successfully redistributed manpower through the creation of scheduled work teams based on analyzed data.

Increased efficiency of call center personnel operations through workload time study and performance indicators.