Senior IT Project Management Office (PMO) Controller
RasGas Company Limited
Total years of experience :26 years, 8 Months
Streamline project management processes, standardize PM competencies, improve 30% maturity level, and centralize project information, knowledge management and team collaboration into Microsoft Enterprise Project Management (EPM) system to increase departmental efficiency.
Deliver PMO team focus on portfolio projects planning, project cost management, portfolio projects delivery, resource management and project management tools, including risks and issues registers, dashboard reporting, project plans and portfolio reporting, to enhance team productivity output by at least 50%.
Revise five stages project delivery methodology with three-level processes to increase project management efficiency by 30%.
Implement portfolio management process and support corporate portfolio governance committee in optimizing 30% capital expenditures through rationalization and prioritization two years after PMO establishment.
Migrate more than 400 multi-size projects data, and more than 50 in-flight high-value projects artifacts of deliverables, schedule, risks and issues registers into EPM system.
Train and coach more than 70 project leads and subject matter expert staff to enhance staff skill levels.
Define and establish IT PMO function that formulated roles and responsibilities, organization structure, resourcing, PMO processes, tool/techniques and risk management as part of IT strategic planning.
Define IT projects and portfolio governances, establish IT Portfolio Steering Committee, programme and project steering charters and identify committee membership from senior business leaderships team to create departmental structure.
Centralize IT portfolio governance of $50 million investment value, and strategize portfolio management process through formulated business driver criteria, strategic alignment, screening, categorization and prioritization.
Establish IT project management methodology, process guidelines, tools and templates to streamline projects.
Lead business processes optimization initiative programs and assess project management maturity to aid in decision-making activities.
Initiate and direct EPM system implementation to centralize project deliverables, scheduling, resourcing, team collaboration, reporting, risks and issues management to increase operational efficiency.
Define project scheduling, baselining and change management processes to ensure projects are completed on time.
Analyze project resources management in matrix organization, resource assignment and levelling to ensure project resource requirements are met.
Expertly define project benefits management process, benefits quantification, measurement and realization plan.
Validate portfolio and project financial management process and work programme budget preparation, ensuring projects are completed within budget.
Initiate and develop PMO and project management SharePoint websites as knowledge reference to enhance staff access to project information.
Liaise with audit department to coordinate projects and portfolio governance, and risk and controls implementation.
Guide project leads and staff of national development programs for project management methodology and EPM system in mentoring and coaching programs, and conduct training sessions to ensure skill requirements are met.
Analyzed and managed business requirements document (BRD) in programme management and engagement with IT sections, and optimized IT resource management through resource assignment and levelling methodology.
Completed critical tasks of IT organization transformation through planning, engagement and risks management.
Improved business-IT alignment through established service level agreements (SLA) and process clarity.
Reduced repetitive reported incidents by more than 30%, instituted problem management process and improved ITIL process disciplines through governance and business process re-engineering and Six Sigma.
Increased year-on-year IT employee engagement by 5% based on Organizational Climate Survey benchmark.
Defined business demand management process through BRD, process flow, driver, prioritization criteria and steering committees as part of IT strategic planning.
Consolidated demands from Operations LNG, sub-surface exploration and production, venture, marketing and shipping, and corporate functions to ensure business requirements were met.
Implemented IT SLA, developed IT strategy through Gartner partnership, and engaged local institutions, partners, key vendors/suppliers and government agency ictQatar to increase customer satisfaction.
Prepared IT business plan and ensured strategic alignment with corporate strategy involved in situational analysis and balance scorecard methodology, and organized IT Organizational Climate Survey benchmark.
Proficiently coordinated national development program, defining professional competency, curriculum planning, career progression and nationalization.
Organized IT compliance and audit management through self-assessment, risk identification, control mitigation, key performance indicator monitoring and gaps closure stewardships.
Supported cold eye review with ExxonMobil for the IT governance area to ensure compliance.
Established IT re-organization task force team to consolidate and centralize IT services.
Supervised IT service desk Tier 1 and 2 team of 15 staff during emergency response task force team.
Increased user productivity through PMO programme implementation of strategic common desktop system transformation of more than 6, 000 PCs across Asia-Pacific regions sites.
Led BP’s Capital Value Process (CVP) implementation to IT groups, and trained more than 100 regional project managers in Indonesia, Malaysia, Singapore, Australia, China, Japan, India and United Arab Emirates.
Streamlined Indonesia’s Tangguh LNG IT project engagement, managed cross-functional team resources and commissioned various systems, including SAP, Oracle, Maximo, EC, SharePoint, etc., to enhance efficiency.
Led IT Infrastructure and common desktop environment upgrade programme roll-out as part of global strategic implementation to Indonesia’s site; skillfully managed applications portfolio with rationalization program.
Enhanced project team and stakeholder collaboration/engagement through project information website, messenger system and teleconference.
Functioned as part of global IT operations and infrastructure; managed project engagement process implementation to integrate and streamline IT projects and operations service lines organization, processes and coordination of cross-functional joint interface program.
Coordinated regional desktop improvement programme execution, consulted and trained project managers across the Asia-Pacific region.
Reinforced IT portfolio assurance of $20 million annual capital expenditures, executed portfolio projects initiation, analyzed budget screening, developed and applied business driver, and provided criteria and strategic alignment.
Championed capital value process project management process and PMP certification program to grow staff skills.
Effectively managed various IT projects programme initiatives delivery across APAC regions.
Developed and administered APAC regional SharePoint site to provide an effective team collaboration environment.
Rolled out Material Transfer system (SIPM) for Indonesian government’s special task force for oil and gas companies; actively used and collectively reduced $70 million of capital expenditures excess spending for two years after go-live.
Analyzed SIPM business processes, optimization and automatization, and expertly conducted on-site trainings for participants from 12 companies.
Prepared project initiation, planning and resource plan for developing cross-companies’ material sharing system.
Managed IT projects management assurance and control in BP Exploration & Production (E&P) Indonesia.
• Managed projects portfolio to develop tactical/strategy projects and secured funding budget for projects as well as managed cost controlling.
• Managed “Jakarta Vanilla Desktop Pilot” Project provided BP’s global strategy proof of concept that completed 200 championed users with greatest satisfaction result.
• Managed Third Party Connectivity project supporting BP’s contractor access and lowering the ongoing costs.
Managed Application Development and Support of Engineering Applications Portfolio:
Engineering Applications - Maximo Enterprise 4i (Plant Maintenance), Workflow, MS Project & Documentum Interfaces, Lotus Notes, Intranet websites.
Document Management System - Engineering EDMS, Cimage and PC-DOCS.
Medium to Large Scale Projects - Technical & Functional Team Lead for Maximo Upgrades, Cimage/PCDOCS migration & Lotus Notes workflow and Department site
Managed EDMS (Electronic Document Management System) document control for Facility Engineering department, BP Exploration & Production (E&P) Indonesia.
Key activities:
• System Administrator for CIMAGE and PC-DOCS EDMS application system.
• Coordinated Document Control team supported Engineering change management which consist of librarian and draftsmen, as well as managed CAD software (AutoCAD).
• Developed “Info Share” department’s web portal system based in Lotus Notes.
• Developed “Engineering Document Library” system based in Lotus Notes.
• Developed AVESP database system based in Microsoft Access 2000.
Master of Business Administration – Business Leadership programme, specialized in Operations Management, Project Management Studies. Graduated Cum Laude.
- Clubs/Activities: Indonesian Institute of Sciences, IT Courses Coordinator - Internships at INKOM-LIPI (Indonesian Research Institution for Automation System) - Assistant at Electronics & Instrumentation System Laboratory - Relevant Projects: Bio-Reactor Control System Development Project