Senior IT Project Manager
Serco
مجموع سنوات الخبرة :25 سنة, 9 أشهر
Led the swift implementation of IBM Maximo & Tririga, integral to the Australian Defence Force's Middle East base operations, achieving optimization in just six months. Orchestrated a seamless transition in the MELABS ICT program, coordinating a cross-functional team spanning Enterprise Architects, Business Analysts, and Infrastructure in India, leveraging Azure Cloud and OpenShift. . These initiatives spotlight my adept management skills in steering impactful IT programs for transformative organizational benefits. Key stakeholders included MELABS Base Operations, Finance, and Soft Services. Maximo, a key Enterprise Asset Management tool, facilitated enhanced operational efficiency, cost reduction, and heightened workforce productivity
Projects:
• MELABS 3 - IBM Maximo Implementation
• MELABS 3 - Tririga
• MELABS3 - Nationality Counting System (RFID)
Responsible for delivery of Time to market retail products to enable 80+ Alshaya brands, Lead a team of project managers to enable IBM Sterling Order Management system features in line with Project Management Office guidelines. Responsible to manage all internal and external stakeholders.
Responsible to manage scope to ensure commitments are achieved within agreed-upon time, cost, and quality parameters and in compliance with the governance framework. Responsible for conducting risk assessment during all phases. Responsible for conducting regular stakeholder analysis and maintaining the stakeholder matrix. Responsible for defining the work streams and project plan on the page as a project management framework and RTL environment guidelines.
Projects:
• OMS Feature Sprints
• Backorder enablement project
Responsible for delivery of Digital Transformation projects and to lead team of project manager to execute the Transformation IT Strategy in line with Prime Minister’s Office and Ministry guidelines. Responsible to manage all internal and external stakeholders.
Responsible to manage scope to ensure commitments are achieved within agreed upon time, cost, and quality parameters and in compliance with governance framework. Responsible for conducting risk assessment during all phases. Responsible for conducting regular stakeholder analysis and maintaining the stakeholder matrix. Responsible for defining the work streams and project WBS as project management framework.
Responsible for PMO setup and continually improving based on dynamic business needs, ensured project health, compliance and benefits realization.
Projects:
• MOE Mobile Application - Digitization
• PMO Setup and EPM Configuration & BI Dashboard (Health of Projects)
• Global Seven Star Rating - System
• Distance Learning - Remote Class Room (During COVID Pandemic)
• eAssessment with Remote Proctoring (During COVID Pandemic)
• Integration Services with FedralFinance, Payroll, Happiness Meter, UAE Pass
Responsible for Data Migration readiness for complete banking system portfolio, manage technical dependencies and prerequisites for each of the cluster applications. Manage E2E provisioning of each of the environment for the staged data migration. Responsible to manage all internal and external stakeholders. Responsible to manage scope to ensure commitments are achieved within agreed-upon time, cost, and quality parameters and in compliance with the governance framework. Responsible for conducting risk assessment during all phases. Responsible for conducting regular stakeholder analysis and maintaining the stakeholder matrix. Responsible for defining the work streams and project WBS as a project management framework. Responsible for planning and tracking IT cutover tasks during 3 days in ICEFLO.
Projects:
• NBAD and FGB(Merger) Integration IT Project for FAB
Jul'15 - Apr'18 Etihad Airways
Responsible for complete the due diligence to rationalise the two M&E IT systems in the landscape after the ADAT acquisition. Responsible for overall delivery of AMOS an integrated Maintenance Repair and Overhaul solution for Etihad Airways CAMO and MRO. Responsible to engage a matrix teams from cMRO BA, Enterprise Architecture, IT Operations, IT Testing, IT Service transition, Data Migration IT partners and AMOS super users to customise/configure the solution to comply with EY Enterprise standards. Responsible to manage scope to ensure commitments are achieved within agreed upon time, cost, and quality parameters and in compliance with T&I governance framework. Responsible for conducting corporate Risk Assessment for Engineering Business during the due diligence phase. Responsible for conducting stakeholder analysis and maintaining the stakeholder matrix. Responsible for defining the work streams and project WBS as per Swiss-AS project management framework.
Responsible for managing the delivery of Product Life Cycle(PLC) type projects that involve major enhancement to Customer Billing and Customer Management(CBCM) system.
Responsible to manage scope to ensure commitments are achieved within agreed upon time, cost, and quality parameters. Responsible to proactively manages and mitigates issues and risks. Manages organizational resources efficiently - time, people and budget.
Responsible to identify, develop and manage the information technology project portfolio for aircraft maintenance and flight operations line of business. Managed and assisted the MIT to deliver up to 15 projects with an annual budget of approx. USD 5 million. Responsible to organise and conduct monthly service level reviews for both CAPEX and OPEX projects with business executive team as per ITIL service processes. Responsible to develop business cases for new initiatives for approval by the corporate project review board. To collaborate with business managers for developing a strategic vision for aircraft maintenance information services in terms of emerging technology and customer demand. Engage the enterprise architect team for accessing the application and infrastructure impact chart (magic quadrant) and to develop a roadmap accordingly.
Responsible to work closely with internal customers such as Engineering, Flight Operations and Service Delivery, phase. To establish business case for a project, agree the same with Project Review Board(PRB), involve P&L team during sourcing and contract sign-off phase, identify and hire right resources, agree project scope, prepare project management plan, review major risks with steering board, organize requirement workshops, review UML models and user requirement specification, engage test manager for test plan, agree solution design with enterprise architect and solution architecture approval group, initiate configuration or construction phase, agree security requirements with group security team, initiate integration testing, initiate system testing and ensure user acceptance as per acceptance criteria, manage change request during the project life-cycle, organize end-user training, agree promotion date with production team, ensure post-go-live handover to support team is smooth, release all pending vendor payments and ensure formal project closure. Manage the delivery of strategic enterprise projects such as resource management system for line maintenance, electronic technical logbook for flight operations and line maintenance and engine maintenance repair operations system for power plant department. Liaise with information technology departments to manage continues operations of aircraft maintenance line of business applications and systems. Maintain a workable relationship with vendors during all phases of the project.
Responsible to develop and manage the project management office for large turnkey solution integration projects for Dubai government. Managed a programme of up to 3 projects with an annual budget of approx. AED 55 million. Responsible to draft and implement an adaptive project management office policy to comply with the government regulation. Periodically attend steering and working group meetings to evaluate the project risks and to communicate the impact to the stakeholders.
Responsible to manage SDLC project phases, agree project plan and schedule with the consultant and the working committee, monitor and control change management process, maintain risk and issue register, conduct team performance reviews, conduct vendor performance reviews, participate in customer site surveys, ensure customer billing and vendor invoice are released on time, escalate unresolved issues and scope creep to steering committee, ensure periodic dissemination of project progress report to all stakeholders. Conduct weekly progress meetings with the project team to understand and address project issues and concerns. Assist the sales and marketing team to develop technical and project management professional services proposals.
Responsible to setup new Global Development Centre (GDC) in Hyderabad for GE-CIS account and overall in charge for projects delivery. Generated annual revenue of Rs.3 crores and managed a team size of 35 FTE. Conduct requirement elicitation workshops for various call centre and business process outsourcing processes, manage design, construction and deployed of the products, and to ensure that all deliverables from Hyderabad team are fully in complies with the corporate QMS (CMMi 5) and Six Sigma processes. Responsible to manage the delivery of software products and services, engage customer and on-site teams to understand business requirements, prepare and baseline project management plan, involve teams to estimate software size and duration, manage project constraints, monitor & control based on project matrices, regularly update project schedule, risk and issue ratings, engage HR to conduct half yearly team performance reviews, disseminate project progress report to all stakeholders, conduct weekly progress meetings with the project team to understand and address project issues and concerns, work with black-belts to carry out six sigma green belt projects to improve overall development life-cycle and coach team members on software estimation technics such as FPA, project management and quality management process. Assisted the QA Team achieve and rollout CMM, CMM-I, ISO and Six Sigma processes
Projects:
• Intelligence Knowledge Portal & Data Centre Setup (MI Directorate, Indian Army)
• Weapons Procurement System (WE Directorate, Indian Army)
• Remount & Veterinary Operations System(RV Directorate, Indian Army)
