Head of Project Management
Nybl
Total years of experience :22 years, 6 Months
I joined nybl as a senior management consultant, leveraging my substantial experience in the software industry, project and product management, and agile delivery to set up and manage the PMO, manage customer projects, and help different teams design and operate the internal SDLC for all nybl ML, Data Science, and AI products.
Key Responsibilities:
- I assessed the organization's current project management practices, maturity level, and challenges before identifying the company's needs. As a result, I established the PMO processes, templates, tools, and methodologies based on industry best practices. In addition, I developed standard methods that streamline workflows and increase efficiency and accuracy.
- I establish governance mechanisms to monitor and control project performance, including project prioritization, decision-making processes, and performance metrics.
- I coach and lead a team of project and product champions to manage customer engagements and projects from end to end, including scope, cost, schedule, quality, risks, dependencies, resource utilization, and assignments to ensure on-time delivery and meeting customer expectations.
- Manage the oil and gas project portfolio delivery for North American customers, including Ovintiv, ExxonMobil, Denbury, and BP.
- Regarding products, I work with the CEO and C-Level team to plan and manage the entire product portfolio by supervising the creation of the vision, strategy, and roadmap and ensuring that product initiatives align with overall business goals.
- I lead the product development processes from ideation to launch, including conducting market research, identifying customer needs, and working with cross-functional teams to develop and launch products ready for market.
- I work with the product teams to translate the strategy into the roadmap, prioritized requirements, and prototypes to develop product releases based on business needs, competitors, and customer impact.
- Manage all resources, define, monitor, and control product-related KPIs and metrics to measure progress and identify areas for improvement to ensure all product managers focus on their strategic objectives and product success.
- Monitor and optimize existing processes, define new ones, and encourage best practices to ensure the team's efficiency.
- Identify gaps, manage, and plan for risk mitigation with different teams across all projects and products.
As a senior project manager, I joined to manage and lead cross-domain e-transformation projects in the Dubai and Abu Dhabi branches. I had control over onsite-offshore delivery teams between Dubai and Bangalore that comprised 50+ members.
Projects to Credit:
- Phase 1 of E-Transformation Project of Ministry of Health and Prevention (MOHAP) - AED 10M Budget - Completed,
- Inspection Mobile App (iOS and Android) - AED 1M Budget - Completed,
- E-Transformation of two-four54 Abu Dhabi (media free zone) Phase2 - AED 2 M budget - Completed.
Key Responsibilities:
- I managed projects with 360 degrees of delivery from inception until closure, including the day-to-day activities in managing scope, cost, schedule, quality, dependencies, resource utilization, and assignments.
- My technical experience allowed me to play a critical role in leading the technical discussions with the team to identify the technology stack and develop the solution architectures.
- My role was to track the project performance, monitor, record, and escalate project and program-level risks and issues to ensure that all corrective and preventive actions were taken to minimize their impact on the outcomes and avoid damage.
- I managed customer communication, including requirements, scope and schedule changes, milestones delivery, Demos, UAT, deployment, end-user training, and phase and project closure activities.
- I tracked the project performance by creating periodic health checks and customer status reports to ensure the successful completion of short and long-term goals.
I joined the Information and eGovernment Authority (IGA) as a Senior Project Management Consultant and Agile Coach under the directorate of Strategic Planning and projects. I utilized waterfall, agile, and Hybrid project management models as needed to manage and control software development programs and project portfolios for services automation and e-transformation.
Projects to Credit:
- IGA PMO Setup (Methodologies, Processes, Procedures, Templates, Governance, and Documentation), Completed.
- Agile Transformation of GIS Directorate (Transform the team from Waterfall to Agile Delivery using Scrum, Completed.
- Royal Charity Organization System (BPM and eService Implementation with integration with ID System), Completed.
- Birth & Death Registration (BPM and eService Implementation) - Initiation and Planning Phase Only.
- Bahrain Central Registry System (CRS) Upgrade - AS-IS Study and TO-BE Planning Phase Only.
Key Responsibilities in PMO:
- I supported the top management in developing program strategy, business case, cost-benefit analysis, and charter and initiating the program and projects aligned to strategic portfolio objectives.
- I managed the end-to-end delivery phase, including day-to-day activities in managing scope, cost, time, dependencies, resource utilization, and assignments using MS Project Server.
- I had to ensure the portfolio deliverables were to the appropriate levels of organization quality standards, on time, and within budget, following the plan and PMO governance processes.
Key Responsibilities in Enterprise Agile Coaching:
- I provided training, mentoring, and coaching to cross-function teams to leverage SCRUM rules effectively and practices and run events, including release planning, iteration planning, stand-up meetings, and retrospectives.
- I supported the team using agile practices like User Story writing, Continuous Integration, Pair Programming, and Automated Testing to increase productivity and efficiency.
- I supported the product owner in creating, prioritizing, and managing the product backlog and refinement process.
- I had to ensure daily scrum meetings occurred, resolve team conflicts, and schedule and facilitate sessions, demos, and decision-making processes to ensure quick inspection and proper as part of the continuous improvement process.
In Dec 2010, I joined PWA as an agile coach/scrum master before getting promoted 2013 to project manager in the PMO.
Key Responsibilities as Project Manager - PMO (Sep 2013 - Aug 2016):
- I managed the project procurement end-to-end activities, including the pre-contract phase through RFPs, tendering, technical and financial evaluation, awarding, and contract signing.
- I was responsible for defining and finalizing business requirements, preparing SOW, enlisting details, including organizational charts for the individuals assigned to the project and tools, and identifying additional resources.
- To manage the project schedule, costs, and resources. In addition, conduct a project risk analysis to highlight critical path deviation, examine its impact on the project timeline and budget, and recommend corrective and preventive actions.
- Provided the project sponsor and key stakeholders with the project's status and actively communicated issues and risks that needed critical decisions.
- Managed all change request processes to plan and implement system enhancements to meet customers' needs and expectations in the context of project scope and signed contracts.
Key Projects to Credit:
- EC Harris Data Center Migration from the UK to Qatar - Completed.
- Employees' e-Learning Solution (Customized in-house development System) - Completed.
- Oracle HR Self-services Mobile Application (using Kony Mobile Application Platform) - US$ 0.5 M - Completed.
- Qatar Permit for Road Occupancy (QPRO) - US$ 2.7 M - Completed.
Key Responsibilities as Agile Coach/SCRUM Master (Dec 2010 - Aug 2013):
- Work with product owners to understand the business needs, groom, and maintain the product backlog.
- Organize and facilitate daily stand-up meetings, prototypes, customer reviews, sprint reviews, and planning sessions.
- Coach and mentor agile team members on standards and best practices of the agile delivery process.
- Resolve team conflicts, maintain healthy inter-team relationships, and protect and keep them away from interruptions and external distractions.
Key Projects to Credit:
- Intranet Portal and B2E Service Automation using MS SharePoint - 3 Releases - $2M - Completed.
- Spark Idea Management System - 2 Releases - Completed.
- Time Management System (Front/Back-end Application and eServices through Intranet Portal) - 2 Releases - Completed.
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