PMO Manager
an Abu Dhabi governmental entity
Total years of experience :24 years, 4 Months
Designation Chronology:
• Mar 2011 - Present: PMO Manager
• Apr 2008 - Feb 2011: Senior Project Manager
Key Responsibilities:
Methodology & Program Management
• Developing, maintaining and updating project management methodology and framework encompassing policies, templates, forms, KPIs and documentation to steer projects from initiation to completion.
• Preparing program road-maps using elementary projects for best capacity utilization; identifying and defining project inter dependencies to enhance scheduling and resource management.
• Devising program charter covering objectives, assumptions, constraints, success criteria, governance structure, benefits realization plan, key project deliverables, and program-level risks.
• Identifying and addressing PMO resource requirements to ensure optimized resource utilization and fund allocation.
• Assessing the quality of project management deliverables including project charters, schedules and progress reports to facilitate seamless fulfillment of milestones, project scope and cost.
• Tracking and reporting program status and project metrics on biweekly/monthly basis to the senior management/board.
Leadership
• Training PMO Project Managers to efficiently handle work schedule, resource limitations and employ best in class practices in sync with program objectives.
• Defining PMO Project Managers job responsibilities; recruiting, screening and hiring best talent, while managing orientation and professional mentoring to secure high performance teams.
• Supporting Project Managers from PMO and other divisions with process support and discipline guidance to enhance project delivery; assisting in resolution of escalated issues and project risks.
• Monitoring PMO Project Managers' performance against key metrics and set objectives; providing feedback, direction and mentorship targeting consistent productivity and efficiency improvements.
Corporate Performance Reporting (CPR)
• Establishing transparent framework for monthly reporting pertaining to projects' status logged in the Fund’s portfolio of strategic and operational initiatives.
• Collaborating with Project Managers from PMO and other divisions to implement reporting framework; collating, analyzing and providing feedback on updates received.
• Consolidating monthly progress reports into a cohesive summary reports for use by senior management (CPR Committee).
• Measuring and reporting the overall performance of the Fund’s projects' portfolio based on the KPIs of individual projects; recommending corrective actions to improve performance and risk management.
Corporate Strategy
• Playing an integral role in the annual review workshops of the Fund's 5 year's strategy with senior management.
• Applying tools such as SWOT analysis to identify core competencies, and gaps between vision and capabilities.
• Developing and presenting PMO related business cases targeting improved efficiency, capacity planning, and ROI to fortify project management practices.
• Preparing project portfolio status updates; incorporating new approvals, and removing closed or cancelled projects.
Key Projects to Credit:
• 2010- 2011: Oracle ERP Implementation (Phase 2); Internal Client: Human Resources Division
Scope: Implementation of Oracle Performance Management, Oracle iRecruitement, and Oracle Learning Management
• 2010: Risk Management System Implementation; Internal Client: Internal Audit & Risk Management Division
Scope: Implementation of Protiviti e-Governance Portal (based on ISO 31000 / 27000 Standards)
• 2008- 2009: Oracle ERP Implementation (Phase1); Internal Client: Finance, Human Resources, & General Services Divisions
Scope
- Implementation of HRMS, Finance, and Supply Chain streams
- Interfacing with other systems (Time & Attendance, Pension Administration, & Asset Tracking)
- Data migration from the Legacy System (Great Plains)
- Rolling-out the HR Self-Service to all employees
• 2009: TALK Data Cleansing - Phase1; Internal Client: Pensions & Benefits Division
Scope
- Data entry of 70, 000+ customer files
- Electronic scanning/filing of 1000, 000+ papers
- Collection of missing demographic customer data
• 2008: Fixed Assets Barcode Tracking; Internal Client: Finance Division
Scope
- Implementation of FaSoft application
- Locating, Identifying, and Tagging all fixed assets
- Tracking all assets per location and custodian
• 2008: Hardware Infrastructure; Internal Client: IT Division
Scope
- Procurement, Installation, and Testing of new servers & SAN equipment for the HQ/DR sites
- Migrating existing IT services onto the new platform
Key Responsibilities:
• Conducted needs assessments to define large-scale business IT/requirements; led strategic planning and risk assessment with focus on continuous improvement.
• Developed project plans defining scope, roles, responsibilities, work breakdown structure, schedules, resources, budgets, risks and assumptions.
• Authorized project work according to the plan in sync with the critical path to maintain optimized sequence of workflow.
• Supervised project teams, and managed budget utilization, scheduling, and QA for deliverables to match project scope.
• Streamlined project performance appraisals and recommended remedial measures to ensure on time/budget completion.
• Oversaw stakeholder engagement to maintain seamless communication, mitigate risk/issues, and manage competing expectations.
• Prepared project reporting at regular intervals to summarize key milestones, issues, and resource allocation.
• Assisted in preparation of RFI/RFP documents; managed vendor negotiations, contract preparation/administration, and gauged performance against established accountabilities.
• Identified potential bidders with financial stability; determined proposal eligibility based on evaluation criteria.
• Facilitated project closure and handover to operations including releasing documentation, project resources and closing supplier contracts.
Demonstrated proficiency in Oracle Implementation Methodology (AIM) to lead projects towards success, including overseeing projects managed by other Project Managers in Hyperlink.
Key Projects to Credit:
• 2007- 2008: Oracle ERP Implementation; Client: Mubadala Development Company (MDC)
Scope:
- Implementation of HRMS, Finance, Distribution, and Projects
- Interfacing to legacy system (Time & Attendance)
- Extensions Development
- Data Migration
• 2007: Oracle ERP Implementation; Client: Dubai Government - Awqaf & Minors’ Affairs Foundation
Scope:
- Implementation of HRMS, Finance, and Distribution
- Interfacing to legacy system (Customer Collection)
• 2006- 2007: Oracle ERP Implementation; Client: Dubai Public Prosecution
Scope:
- Implementation of HRMS, Finance, and Distribution
- Interfacing to legacy system (Time & Attendance)
• 2006: Oracle ERP Implementation; Client: Dubai Government Workshop
Scope:
- Implementation of HRMS, Finance, and Distribution
- Interfacing to legacy system (Fleet Maintenance)
• 2005-2006: Oracle ERP Implementation; Client: Qatar University
Scope:
- Implementation of HRMS, Finance, Distribution, and eAM
- Interfacing to legacy system
- Data Migration
• 2004-2006: Oracle ERP Implementation; Client: Toyota Qatar
Scope:
- Implementation of HRMS, Finance, Distribution, and CRM
- Interfacing to legacy systems
- Extensions Development
- Data Migration
Key Responsibilities:u**
• Managed planning and resource scheduling to ensure project delivery within time, budget and acceptance criteria.
• Oversaw project work authorization; confirmed documentation completion and fulfillment of prerequisites for all phases.
• Liaised with stakeholders to confirm satisfaction with scope, goal, deliverables and scheduled milestones.
• Conducted project performance appraisals; directed project teams to secure adherence to best standards and practices.
• Managed contract administration in order to meet contractual requirements and quality control.
• Implemented project closure procedures encompassing final sign offs and review of final metrics.
Key ERP Projects to Credit:
• 2004: ERP Selection Study (SAP, Oracle, SunSystems); Client: GUPCO
Role: Business Consultancy
• 2003: JD Edwards Implementation; Client: ANSDK
Role: Project Management
• 2003: JD Edwards Implementation; Client: Al-Attal
Role: Project Management
• 2002: Baan Implementation; Client: Kiriazi
Role: Business Consultancy
Key Responsibilities:u**
• Led project management functions including communications, coordination, budgeting, progress reporting, risk management, etc. to fulfill defined project objectives, requirements and schedules.
• Provided functional consultancy to design solutions based on requirements analysis and definition; prepared and developed documentation, applications set up, etc. in accordance with contractual obligations.
• Conducted comparative analysis and studies pertaining to software products of same functional domains, for e.g: MRO MAXIMO, Oracle Enterprise Asset Management, and mySAP Business Suite.
• Handled bidding and proposal management including RFPs analysis, solution design, and integrated technical proposal creation to mitigate risk, and enhance cost effectiveness.
• Managed vendor/partner evaluation, negotiation and selection to ensure competitive pricing and high quality services.
Led the implementation project of Oracle EBS at the Saudi Industrial Paints Company (KSA), with accountability for various financial applications (GL, AP, AR, CMG, FA).
Key Responsibilities:
• Conducted gap analysis, identified business requirements and translated them into business processes.
• Mapped customer's process requirements to the standard functionality of Oracle applications.
• Mapped customer's reporting requirements to Oracle standard reports.
• Defined and gathered data for system setup to match functional designs.
• Performed system setup and prepared testing/verification environment to ensure alignment of implemented features with requirements.
• Developed training modules and provided comprehensive key-user coaching/user support.
Key Projects to Credit
• ARESCO: The largest subsidiary of ASEC (Arab Swiss Engineering Company) group of companies covering all aspects of heavy process industries with revenue over 8 billion Egyptian pounds.
• BaaN Financial Applications Implementation Project
Responsibilities:
- Established and implemented project work plan encompassing scope, deliverables, schedules and milestones.
- Evaluated effectiveness of existing business processes; recommended enhancements and fortified data structures (e.g. Chart of Accounts).
- Simulated the business processes onto BaaN (System Setup) and developed required documentation.
- Trained key users to ensure proficiency with features and capabilities.
- Managed stakeholder relationships to confirm client satisfaction and successful project delivery.
Other Responsibilities:
• Managed pre-sale activities as a subject matter expert in the core operations; prepared solution presentations, scope, demonstrations and proposals to match client business goals and objectives.
Previous Professional Experience:
• Nov 1998 - Nov 1999: IT Senior Project Coordinator; MobiNil
• Mar 1998 - Oct 1998: Applications Functional Support Specialist; Al-Ahram Beverages Company
• Mar 1997 - Feb 1998: MCBA Specialist; Giza Systems Engineering “GSE”
• Aug 1995 - Feb 1997: Programmer / System Analyst; Career Computer Systems
Professional Development & Trainings: • 03-07 Oct 2010: Leading Complex Projects; IIR Middle East • 04-08 Jul 2010: Aligning Projects with Strategy; IIR Middle East • 14-17 Feb 2010: Rapid Recovery of Troubled Projects; IIR Middle East • 17-18 Oct 2009: Service Quality Excellence; Hamdan e-University • 29-30 Apr 2009: Enterprise Risk Management; Broadleaf Capital International • 09-12 Nov 2008: Program Management; IIR Middle East • 19-23 Oct 2008: Leading Project Managers; IIR Middle East • 26-28 May 2008: Power of Leaders; Meirc Training & Consulting