Project Management Manager

AL ELBAZ

********@*****.*******/COM CONTRACT I MANAGEMENT U.S. 313-427-EXPERIENCED 2993 PROFESSIONAL I DUBAI +971-**-***-**** Partner in Management Consulting Firm • Managed Large Size Projects • Management Consultant Project and in Program Strategy Management and Project Management Performance • International Management Experience Contract Management Supply Chain Management

Project Strategic Management Process Improvement

Strategic Planning Training, Development & Leadership PROFESSIONAL EXPERIENCE

Meirc Training & Consulting, Dubai 2007 – Present

Partner ($2M growth) 2014 – Present

Senior Management Consultant 2007 - 2014

Notable Achievements:

Established project management and contract management consulting services that generated 20% additional revenues. Also contributed actively to corporate strategy consulting services in order to align the organizational goals with projects’ objectives. Summary of key consulting projects:

Oil & Lubricant Manufacturer: Development of project management methodologies customized to the client’s requirements.

Pharmaceutical Manufacturer: Establishing of PMO office.

Dubai-Based Investment Organization: Alignment of project scorecards to corporate strategy via strategic options assessment and selection of KPIs and targets. Areas of consultancy include:

Establishing Project Management Office (PMO), aligning project management with organizational strategy and designing project reporting mechanisms.

Creating project management methodologies that include building work breakdown structure, defining activities, phases, gates, and milestones, scheduling project timeline, performing critical path analysis, and designing a framework to manage costs, resources and risks.

Establishing project control mechanisms by using appropriate techniques such as variance analysis, earned value analysis and Key Performance Indicators (KPIs) to measure performance and to ensure delivering the project on-time and within budget.

Participating effectively in developing project requirements and scope of work. Also, developing criteria to select capable and responsible contractors to execute the project and contributed in the contract preparation and negotiation processes. Ford Motor Company, Dearborn, MI 2003 – 2007

Project Manager

Notable Achievements:

Managed Global Defragmentation program for Ford IT infrastructure and administered a multi- million dollar infrastructure contract with IBM.

The program included updating the infrastructure fabric (servers, storage, network and terminals) for five Ford data warehouses in North America, Europe and Asia.

The program included applying Six Sigma project to reduce the procurement process cycle

(from requisition until installation) by 55%. The program was delivered on time and below the overall budget allocated.

Duties included:

Led a team to perform overall project management for multiple projects within the program.

Performed project and program management activities including preparing project charter, scope, business case and work break-down structure, project schedule and resource management plans.

Led project status meetings and managed project issues and risk. Generated project progress reports and presented the project scorecard to management monthly. Danlaw (Consultant with General Motors, Pontiac, MI) 2001 – 2003 Project Manager

Managed projects that involved the development of a new product (Hybrid Truck). The project involved development of Engine/Transmission module assembled by a vendor (Tower Corp) and delivered JIT to GM assembly plant. Duties included coordinating with the vendor, and managing time, budget and issues. The project was completed successfully. TEC (Consultant with Daimler-Chrysler, Auburn Hills, MI) 1998 – 2001 Project Manager

Notable Achievements:

Managed the development of the first six-speed automatic transmission system in DaimlerChrysler. The project included coordinating between different departments within Chrysler as well as the multiple vendors, developing an overall master plan from concept to launch, and tracking the timing and costs to report the progress of the project. Energy International, Canton, MI 1996 - 1998

Project Engineer

Planned and estimated several industrial projects and applied project management concepts for scheduling and allocating resources.

Industrial Development Bank, Amman, Jordan 1991 - 1994 Project Engineer

Prepared comprehensive feasibility studies that included sales forecasting, pricing, facility layout, cost-benefit analysis, and capacity analysis

EDUCATION/ INTERNATIONAL CERTIFICATION

Masters of Business Administration (MBA), 1996 • Wayne State University, Detroit, MI Masters of Science in Mechanical Engineering, 1994 • University of Jordan, Amman, Jordan Bachelor of Science in Mechanical Engineering, 1990 • Kuwait University, Kuwait Project Management Professional (PMP), 2002

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