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Manager Project

Location:
Sugar Land, TX
Posted:
October 16, 2018

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Resume:

Ghulam Khan, MBA, PMP

Sugar Land, TX ***** 848-***-****

ac7emj@r.postjobfree.com www.linkedin.com/in/ghulam-khan-pmo-leader/

Program Manager/PMO Leader & Scrum Master

Implement Successful Projects Build PMOs that Align Business & IT Objectives

Manage Vendors to Maximize Business Investments

Energetic, trusted, and detail-oriented PMO leader and strategic solutions provider with outstanding project management and conflict management skills. Impressive track record of successfully turning around underperforming programs. Dynamic, versatile collaborator known and respected for leading successful change in projects and building credibility with executive teams and staff. Leverage entrepreneurial, can-do attitude to motivate and inspire teams to achieve measurable business results.

Conflict Management

Lean Methodology

Agile & Waterfall Methodologies

Vendor Management

Budget & Cost / Benefit Analysis

Risk & Issue Management

Portfolio Management

Stakeholder Management

Six Sigma

Change Management

Professional Experience

HALLIBURTON, Houston, TX March,2014 – Sep,2018

Program Manager / Scrum Master

Served as program manager over enterprise-wide business, infrastructure, and IT security projects. Managed workloads, defined deliverables, mentored resources, and ensured compliance with established PMO processes. Managed all projects, budgets, and strategic analysis for programs. Managed relationships with strategic outsourcing partners / vendors. Prescribed solutions that provided ROI for maximum revenue productivity, service optimization, and system flexibility.

Spearheaded development of the first-ever program management and Agile methodology and process.

Achieved annual savings of $1.9M by reducing COPQ, repair and maintenance, and replacement cost of parts used in tool manufactured by Sperry (PSL). Delivered in-house solution with mobile / desktop application, scanning, and integration with SAP.

Generated annual cost savings of $625K and improved efficiency through implementation of Splunk, an enterprise-class, cloud-based security and log management analytics platform to replace current system QRadar.

Realized annual savings of $677K in licensing by replacing existing SyncFusion components in Halliburton Delivery Framework (HDF) and other applications with Telerik controls.

Delivered compliance and operational efficiency enhancement, addressing issues with 65K AD groups by using robotic process automation (RPA) utilizing Automation Anywhere to not only perform AD group clean-up but to also provide capability on recurring basis without manual intervention.

Enhanced operational efficiency and achieved tighter security and audit controls by standardizing and automating identity and access process through implementation of Oracle Identity Governance (OIG) solution.

Reduced risk of data loss from internal threat actors by safeguarding Halliburton’s intellectual property (IP), specifically around drawings and commercial source code through implementation of data protection tools and controls.

Restricted ability for unauthorized users to access critical assets of Halliburton through implementation of Network Access, Management Zone, server hardening, vulnerability scanning, and monitoring controls to protect assets.

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HALLIBURTON (Continued)

Established controls to prevent cybersecurity attacks through implementation of threat and vulnerability management program that enhanced threat detection, reporting, vulnerability remediation, prevention, and security awareness.

Monitored performance of vendors and outsourcing partners through established governance structure that included contract change, issue management, and financial reviews, ensuring customer expectations were met or exceeded.

APEX SYSTEMS INC., Houston, TX July,2013 – March,2014

Senior Consulting Manager / Project Management – Client: Halliburton

Provided consulting services for Halliburton and managed multimillion-dollar enterprise global projects and programs. Managed projects with varying levels of complexity, led multi-functional technology and business teams, managed change control, and tracked schedules and cost performance while ensuring project activities aligned with business objectives.

Decreased security remediation costs through segregation of duties (SOD) controls and financial compliance. Implemented SAP GRC 10.1, minimizing time and cost of compliance and automating compliance processes.

Drove project to upgrade Oracle Identity Manager (OIM) to latest version, achieving operational efficiency and reducing access request processing time with automation and added functionality and features of new version.

Led public key infrastructure solution deployment, delegating privileges and operating the solution.

Executed implementation of mobility device management (Afaria), deploying security controls for enterprise mobile applications.

BAYLOR SCOTT & WHITE HEALTHCARE, Temple, TX March,2012 – July,2013

Director – Process Control & PMO / Scrum Master

Directed and managed projects and processes from scoping, resource allocation (staff and capital), identifying impediments to success through to project completion / process development. Coached, mentored, motivated, and supervised project team members and influenced individuals to take positive action and accountability for assigned work.

Established project management and process development policies and guidelines, deploying tools across organization and ensuring consistency with corporate strategies.

Defined new process for portfolio management and established governance model, including project prioritization and selection criteria with ROI analysis.

Implemented enterprise project and portfolio management (Daptiv) tool, improving project visibility, collaboration, document management, and providing visibility of resource allocation.

Developed flexible project management and Lean methodology to meet organizational needs by introducing tracking and monitoring templates and project portfolio governance procedures and reporting.

Managed high-profile enterprise projects using Agile & waterfall methodology and business process refinement, including Affordable Care Act (ACA) Health Exchanges, ICD-10, Click for Care, revenue cycle management, and EOB/billing consolidation.

Worked with key stakeholders and vendors, establishing annual goals / objectives and monitoring progress throughout year, including providing course-correction guidance as warranted to guarantee agreed service.

ST. ANTHONY’S HOSPITAL, Houston, TX Jan,2011 – March,2012

Management Consultant / Program Manager

Provided business and technical consultation services to help management to streamline hospital operations.

Reduced operating expenses substantially by spearheading revenue cycle implementation and reengineering billing and collections operations.

Improved operational efficiency by restructuring financial reporting processes in accordance with organizational changes and introducing departmental budget and operation cost reporting.

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ST. ANTHONY’S HOSPITAL (Continued)

Increased gross collection rate and grew annual cash collections by analyzing and optimizing service-line data, renegotiating contract terms, and revising charge master to align with industry standards with more profitable margins.

FEDERAL HOME LOAN BANK OF BOSTON, Boston, MA Feb,2007 – Dec,2010

IT Project Office Manager

Served as IT project office manager tasked with providing strategic guidance to bank's portfolio of projects to ensure consistency with corporate strategy, consistency of process across projects, customer satisfaction with products, and benefit realization. Managed multimillion-dollar project portfolio with as many as 20-30 simultaneous projects.

Built project management office from scratch, designed process artifacts specific to bank, and improved existing portfolio and project management maturity by introducing next-generation project-tracking, Earned Value Management (EVM), monitoring templates and project portfolio governance procedures and reporting.

Increased portfolio visibility and governance by defining new process of project prioritization and selection, including ROI analysis and portfolio management.

Introduced metrics and balanced scorecard, demonstrating strategic value of project portfolio investment and providing visibility to senior management, including board members.

Established and introduced new estimation methodology, improving overall project estimation process which enhanced reliability and credibility in estimates.

Developed annual roadmap / strategy for vendor performance monitoring, ensuring consistency with bank’s contracting policy. Augmented procurement process drastically, improving overall effectiveness of process and introducing new templates for SOW and RFP.

Enhanced requirement process by implementing industry best practices.

Implemented enterprise project management (MS EPM-Project Server 2007) tool, improving project visibility and enhancing resource management and forecasting capability.

Transitioned projects to PMO, significantly improving overall SQA and SOX compliance and increasing project success rate drastically in fiscal years 2008 and 2009.

Introduced “unified PM / SDLC process” to introduce new, next generation of processes, enabling project management and software development life cycle (SDLC) to be more flexible and responsive to project needs.

TEACHERS RETIREMENT SYSTEM, New York, NY May,2003 – Jan,2007

Senior Program / Project Manager

Managed IT planning, forecasting, and business case management. Directed multibillion-dollar budgets, reporting, portfolio analysis, metrics development, and software implementation. Managed $4M annual project budget supported by teams of up to 33 employees.

Restructured department of 26 direct reports into 4 functional areas, dramatically improving efficiency and enhancing team leader development.

Introduced best practices, PMBOK, and standard methodologies to manage resources, timelines, budgets, project portfolio, change, and risk. Created professional awareness, resulting in numerous staff members earning PMI certification.

Delivered high majority of projects in less time than budgeted, delivering quality solutions at 11% less cost than budgeted.

Generated 15% ($600K) cost savings by reviewing all projects, reallocating staff according to skill levels, and re-estimating projects.

Reviewed and shifted consultant / staff mix and renegotiated consultant rates, delivering more than $320K in annual savings.

Ensured vendor compliance with key contract deliverables by reviewing evidence based on agreed schedule with IT management and vendors.

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TEACHERS RETIREMENT SYSTEM (Continued)

Lowered employee turnover significantly by building personalized career advancement plans and providing coaching for each team member. Recognized for attaining 100% retention rate with 2 consultants joining firm as employees.

Revamped software quality assurance controls and processes, slashing defects 12% and accelerating time to delivery by 8%.

Additional Relevant Experience

KMR INFORMATION SYSTEMS, New York, NY

Consultant / Project Manager – Client: Teachers Retirement System; New York

SYNON / STERLING SOFTWARE, New York, NY

Consultant / Project Manager – Client: Horizon Healthcare in Albuquerque, NM

Education & Certifications

Master of Business Administration (MBA), Finance, University of Peshawar, Peshawar, Pakistan

Project Management Professional (PMP) Certified Medical Office Manager (CMOM)

PMI-ACP (Agile Certified Practitioner) – In Progress

Volunteer Work & Other Information

Chair / President, Board Member of iMPACT (Halliburton’s largest Employee Resources Group)

Served as Director of Outreach and Board Member for PMI - MASS Bay Chapter

Tools Used: MS Project, Project Server, MS Office, SQL, SCM, SharePoint, Visio, HP PPM, TFS, Daptiv

US Citizen



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