Tarek El Gendy

** ******* ***** ****, *******, Canada Mobile: 647-***-****, Email: ad3jfh@r.postjobfree.com

PROGRAM MANAGER / SR. AGILE PROJECT MANAGER & SCRUM MASTER – RELEASE MANAGER

Results-oriented professional with over 20 years of IT/IM Program/Project Management experience, consistently delivering successful outcomes. Proven track record in top-tier consulting firms such as KPMG, IBM, Andersen Consulting, E&Y, and Oracle, engaging with C-Level Executives and managing concurrent projects across diverse industries, including Public Sector, Manufacturing, Retail and distribution, Oil and gas, Chemical, Mining, Financial Services, Banking, Service, Telecom, and Healthcare.

Core Competencies

Project Leadership: Demonstrated 20 years of effectively leading cross-functional teams, including developers, business analysts, quality assurance personnel, solution architects, enterprise architects, and SMEs.

Portfolio Management: Proficient in defining objectives, asset allocation, strategy development, investment selection, risk management, monitoring/rebalancing, performance evaluation, reporting/communication, and continuous improvement.

Project Management Methodologies: Extensive experience in managing COTS and Custom Dev. software implementations. Proficient in Waterfall methodologies (ASAP, AIM, ABF, OUM, COBIT, COMPAS, R2i, ITIL, and ADM) and Agile/Hybrid methodologies (SAP Activate, R2i, OUM, ABF & Scrum).

Release Management: Expert in complete release planning and scheduling, identifying testing requirements, functional demo, dry run, production readiness, managing the release process, outlining risks and mitigation strategies, change management, and final deliverables.

Project Budget and Resource Management: Demonstrated 20 years of expertise in effectively managing project budgets and resources.

Communication: Adept at conveying complex technical information to stakeholders with varying levels of technical knowledge, accumulated over 20 years.

Risk Management: Over 14 years of effectively identifying and mitigating risks associated with projects to ensure on-track and scheduled delivery.

Vendor and SLA Management: Proven ability to manage vendor relationships, including RFP/RFI, contract negotiation, and operational vendor performance over 12+ years.

Change Management: Over 8 years of effective management, communication, and implementation of organizational change.

Project Governance and Quality Assurance: Over 12 years of effective management, ensuring project success by focusing on organizational reporting metrics, structure, roles and responsibilities, quality planning, controlling and improvement, technical aspects, and execution.

Business Acumen: Over 8 years of expertise in enterprise/solution architecture and design, business application, data management, business analysis, process re-engineering, business digital core transformation, ERP implementation (Financials, HRMS, Supply chain and BIS), integration, and data migration.

Core Technical Skills

Project Management Software: Proficient in MS Projects (14 Years), MS VSTS Azure DevOps (3 Years), Jira Atlassian & Confluence (10Years), Creating Metrics, KPIs, and Dashboard (8 Years - EasyBI), Jira Testing (Xray).

SDLC (Software Development Life Cycle): Over 10 years of extensive experience with technical exposure to database design, data modelling, database management, and data warehousing.

Systems Integration and Digital Technologies: Experience in project managing complex systems integration via SOA, APIs, web services (XML, SOAP, and REST), middleware (ETL), and other digital technologies such as App Connect.

Data Migration Projects: Hands-on experience in implementing data migration projects, including ETL, data mapping, data cleansing, data validation, and data archiving, utilizing Data Migration Assessment tools such as AWS Migration Hub and Google Cloud data transfer services.

Certifications

Certified Project Manager Professional, Project Management Institute (PMI) (2005) in good standing till 2024

Scrum Master Certified / Agile Expert (2013)

Jira Atlassian Fundamentals (Jira, Confluence, Service Management and Trello) (2017)

Atlassian Certified Expert (In-progress): ACP-620 Managing Jira Projects for Cloud Certification (2024)

Togaf 9.1 Certified Enterprise Architect 2013, The Open Group

Oracle Certified Professional, Oracle (2001)

Professional Experience

Enbridge Gas Canada

Sr. Agile PM / Scrum Master - Jul 2022 – To date

Projects Handled – Led 5 projects (Disaster Recovery and High Availability, Infinity CIS Migration to SAP CIS, Customer Portal Upgrade, Law 25 Compliance and Oracle Unify Data Migration)

Industry: Oil and Gas

Key Profile: Leading more than 32 Team Members in the 5 Projects concurrently.

Tools & Methodology: Teams meeting, SharePoint, MS Office, MS Azure DevOps (Boards, Pipeline and Testing), Project Costing, Workday, Clarity, field-glass, TIS Stage-Gate, EPPRT, Demand Intake, Service now, Project Budgeting and Financials - Hybrid Agile

Ontario Security Commission (OSC) Canada

Sr. Agile PM / Scrum Master (Release Manager) - Mars 2022 – To June 2023

Projects Handled – Led three complex integration and infrastructure projects (OSIP MITS, OSIP RED & Windows update via Intune)

Industry: Public sector

Key Profile: Led more than 28 Team Members in the 3 Projects concurrently.

Tools & Methodology: Teams meeting, SharePoint, MS Office, Scrum, Jira & Confluence

Project Background

OSIP “MITS and RED” are complex integration Projects between OSC down-stream Systems and the Upgraded Sedar Plus cloud-based electronic filing and data access systems that underpin Canadian securities regulation. SEDAR+ is the new, web-based technology platform that will be used by all market participants to filing, disclose and search for issuer information in Canada's capital markets.

The Complex integration includes multiple staging Databases / API and landing zones along with highly complex development (Lotus Notes, API App connect etc.) and data migration activities for new capabilities (Market data and Market Participant along with new functionalities)

Windows update via Intune project included Multiple activities to get existing Workstations to Hybrid Azure AD Joint State, Configuration for specific OU, Auto Enrollment via Intune, Setting Policies, Access and Security rules per groups complete configuration, Test and Execute

Project Key Activities and Achievements

Acted as a senior project scrum master for three projects, overseeing resource allocation, capacity planning, and team roles using the RACI matrix.

Delivered comprehensive project enhancements, including revised requirements, process models, technical specifications, setup documents, and integration/deployment plans, ensuring compliance and change management.

Developed and maintained project roadmaps, product backlogs, releases, and agile/hybrid artifacts using Jira, streamlining prioritization and gaining approval for backlog items.

Conducted and managed Scrum ceremonies, such as sprint planning, daily stand-ups, retrospectives, and product backlog refinement, implementing a Kanban board for visualizing project progress.

Presented downstream project KPIs, progress updates, blockers, and projections in Scrum of Scrums and steering committee meetings, providing governance and reporting across multiple systems.

Achieved key milestones, including the redesign of Agile project configuration and structure aligning with OSC strategic objectives, resulting in increased team commitment, performance, and reporting capabilities.

Successfully completed the assigned projects within planned schedules, costs, and quality standards, notably reducing defect releases from once a month to twice per week. Mitigated critical integration risks and proactively addressed potential future blockers, ensuring the success of project releases, unit tests, system integration tests, user acceptance tests, dry-runs, production readiness, and go-live.

CIBC Canada

Sr. Project Manager (Release Manager) - Dec 2021 – Mars 2022

Projects Handled – Led Complex Big Data Migration Project (Compass Migration to Pega Cloud)

Industries: Financial Services (Banking)

Key Profile: Led more than 35 Team Members

Tools & Methodology: Teams meeting, SharePoint, MS Office, Hybrid, Planview, PMO LE, Service now

Project Key Activities and Achievements :

Resource Allocation, Budget preparation, Project Financials, Developed Project Road Map, Define Product Backlog, Releases, Agile Hybrid Artifacts, Architecture documents, Governance and Reporting in multiple systems (Planview, PM LE, Service Now and Jira)

Deliverables – Project Requirement Future process model, roadmap, Architecture, Risk, resources, Technical / Functional Specification setup Documents, Development, SIT, UAT and go live plans, Integration and deployment plan, Compliance Management & Governance, Project Progress reporting and KPI

Completed all project initiation and Execution phases as planned.

Economical Insurance

Program Manager/ Scrum Master (Release Manager) - Aug 2021 – Dec 2021

Projects Handled – Led 3 Projects (Legal Matter Management– Workspace Mgt FMS Cloud SAAS, HQ IT Move architecture

Industries: Financial Services

Key Profile: Led more than 25 Team Members in 3 Projects and completed all deliverables as per the scheduled plan and estimated cost

Tools & Methodology: PMBOK, MS Projects, Teams meeting, SharePoint, MS Office, Scrum, Service Now, Jira & Confluence

Work Accomplished – Developed Project Road Map, Define Product Backlog, Releases, Agile Artifacts and Reporting

Key Activities and Achievements:

Led Agile/Scrum activities as a project Scrum Master, ensuring effective team coordination and communication.

Provided comprehensive training on agile methodologies and tools for leaders and team members.

Developed Sprint teams, clarified roles and responsibilities through RACI, and facilitated business requirement analysis.

Implemented rigorous Agile practices, including creating and prioritizing the product backlog, conducting Sprint planning, and holding daily Scrum meetings for synchronization, issue resolution, and progress tracking.

Introduced Agile prioritization in the project.

Implemented Confluent KPI dashboard for project monitoring

Established Sprint goals for the Agile project

Completed project within the planned schedule, cost, and quality.

IBM Canada – Toronto HQ

Agile Project Manager / Scrum Master - Jan 2021 – to Aug 2021

Projects Handled – SAP FICO implementation - Sap S/4 Hana Digital Core Transformation at BRP (Scope: AP, AR, General Accounting, Credit, Treasury, Banking, Costing, Analytics/Sap Fiori) (Realization Phase)

Industry: Manufacturing

Key Profile: Led 21 project team members in 2 concurrent agile project teams and 10 team members for 2 Offshore teams in India to deliver SAP S/4 Hana FICO (Finance Operations and Finance back office and reporting) Realization Phase

Tools: MS Projects, Jira & Confluence, Google Docs, Meeting, ServiceNow, Jam Board, MS Office, Safe Methodology

Project Background

IBM conducted an S/4 HANA implementation project at BRP Canada. The project involved the deployment of the SAP S/4 HANA Financial Digital Core as part of a global transformation initiative to cover several business areas such as Finance, OTD Demand, OTD Supply, Source to Pay, Global Trade, PAC, Master Data, MES and Analytics.

The project team consisted of over 364 members. The implementation encompassed various functions such as Finance, IBP (demand planning, SNP), Sales & Distribution, Quality Management, Production Planning (kitting), Materials Management, SAP Ariba, Warehouse Management, Asset Management, Transportation Management, Import/Export (GTS), Warranty (integration), E-commerce, Manta, Embedded Analytics, SAP Fiori Analytical, and SAP Solution Manager.

SAP Finance was integrated with other tools such as Blackline, Manta, Microservices, OpenText, and Concur to streamline financial operations. The project utilized Blue Work Live as a tool during the blueprint phase to facilitate the implementation process.

Project Key Activities and Achievements

Act as a project scrum master

Develop Sprint team and Prepared Team Members’ Roles and Responsibilities RACI.

Create Product Backlog

Facilitate Groom Prioritize Backlog and get approval

Develop Sprint Planning Schedule through workshop

Hold Daily SCRUM meetings to allow the Scrum Team to synchronize their work and communicate issues, remove impediments and roadblocks to the Product Owner & Project teams, Sprint retrospect

Complete weekly progress report, Risk, Issue log, and mitigation to be reported in Scrum of Scrums

Host weekly blockers Project Review to identify and resolve any significant issues to drive projects back on track

Track progress with a daily burndown chart and Develop JQL queries to generate KPI Reporting

Observed teams and made recommendations to improve productivity and team dynamics.

Prepare Compliance Management & governance, KPI Reporting

Introduced Agile prioritization in the project, Story Flagging and colour coding

Implemented Confluent KPI dashboard for project monitoring

Established Sprint goals for the Agile project

Created Performance Tracking sheets with targets and KPIs to manage two offshore teams in India.

Vale Canada – Toronto HQ Union

Program Manager / Agile Project Manager (Release Manager) - Oct 2019 – Dec 2020

Projects Handled

The Enterprise Performance Management project covers the North Atlantic region, including Canada, UK, Japan, Malaysia, and New Caledonia.

The Integrated Business Planning project covers Vale Worldwide.

The Advanced Planning and Scheduling System (APS) project.

Industry: Mining & Manufacturing

Key Profile: Led three separate Agile teams 32 (team members) to deliver EPM, IBP & APS objectives following scrum methodology and SDLC for APS development project and led 4 Offshore teams in the UK, Japan, Malaysia and New Caledonia

Tools: MS Teams, VSTS (Azure DevOps), MS Office / Projects and Visio.

Project Background

1.Integrated Business Planning

The IBP Project Objective was to unify the value chain processes of all Vale mines worldwide through process improvement and optimization. The main goal was to select the most optimum product mix that maximizes sales and manufacturing value and integrate it with EPM & MES.

The project involved IBP software selection and implementation, including requirement gathering, process improvement, process optimization, change management, and a complete software proof of concept.

I led 14 core team members and coordinated with Vale BIS and enterprise architecture teams to ensure compliance with overall architecture and KPI requirements.

2.The APS (Advance Planning and Schedule) Process Optimization Mathematical Model Development Project aimed to develop a replica mathematical model from Brazil to facilitate optimum production and manufacturing mix and integrate with IBP, EPM, and MES. I led a team of 8 agile members and coordinated with the Brazil offshore implementation consulting team and C-Level executive product owners.

3.The Enterprise Performance Management (EPM) Project aimed to revise, unify, and streamline KPIs across all mines in the production and maintenance area (Asset Management) OEE. The project involved conducting a detailed level assessment of the current business (As Is) for all North Atlantic regions to standardize KPI calculations and identify gaps and improvement opportunities that will take place in the future and current technology solutions.

Led 12 Agile core team members along with multiple department heads, Plant operation and maintenance management, and C-level Executives across the North Atlantic region along with 4 Offshore teams in the UK, Japan, Malaysia and New Caledonia

Project KEY Activities and Achievements

Act as a project scrum master

Provided training on agile methodologies, tools for leaders and the team members

Develop Sprint team and Prepared Team Members Roles and Responsibilities RACI.

Develop Business Requirement Analysis (AS-IS) (To-Be) (Gap)

Create Product Backlog

Facilitate Groom Prioritize Backlog and get approval

Develop Sprint Planning Schedule through workshop

Develop sprint budget

Hold Daily SCRUM meetings to allow the Scrum Team to synchronize their work and communicate issues, remove impediments and roadblocks to the Product Owner & Project teams, Sprint retrospect

Complete weekly progress report, Risk, Issue log, and mitigation to be reported in Scrum of Scrums

Track progress with a daily burndown chart and Develop JQL queries to generate KPI Reporting

Prepare Compliance Management & governance, KPI Reporting

Introduced Agile prioritization in the project

Implemented KPI dashboard for project monitoring

Reduced Iterative releases from 2 years to 6 months

Established Sprint goals for the Agile project

Aligned project objectives with Executive Architecture capability goals

Completed project within the planned schedule, cost, and quality

Created Performance Tracking sheets with targets and KPIs to manage offshore teams.

One Toronto Gaming – Toronto HQ

Sr. Agile Project Manager (Release Manager) / EA - Jan 2019 – Sep 2019

Projects Handled – Successfully managed six IT projects that involved various software applications such as ERMS, ORACLE Fusion ERP HRMS, I-Trak Security system, Cognos, JD Edward, Office 365, and Windows 10. Additionally, I led the GBH system architecture roadmap and technical upgrade project

Industries: Private Sector

Key Profile: Led a complete IT System Architecture for the Great Blue Heron Casino location and Project Managed Six Projects concurrently

Tools & Methodology: MS Projects, Skype for Business, MS Office and Visio. Scrum, PMBOK, Hybrid

Project Management Activities: (Oracle HRMS Fusion and all other projects)

Developed a comprehensive project charter to define project objectives, scope, budget, benefits, governance, project team, risks, critical success factors, key stakeholders, dependent projects, implementation plan, and other considerations.

Formed the project team and prepared a project responsibility matrix, including defining the organization structure.

Conducted an initial technology and business assessment to identify gaps/requirements impacting the implementation work effort, costs, and plan.

Defined roles and responsibilities, taking into consideration SOX compliance.

Conducted data analysis, architecture fine-tuning, and cleansing.

Developed an initial change management plan and strategy for the organization's transition.

Collaborated with stakeholders to create a value proposition for C-Level executives, determine the deployment strategy and approach, and understand the future framework for the transition to Provider Documentation and deliverables.

Managed project risk, issue, and change management.

Managed the project budget and provided regular status updates, highlighting any issues and dependencies impacting the timely completion of deliverables.

Liaised with the project sponsor, and provided leadership for the organization stakeholders, steering committee, and project team.

Managed the day-to-day aspects of the project.

Defined data migration and application configuration plans identified and defined reporting requirements, custom objects, reports, interfaces plan, unit test, integration test plan (CRP), and training requirements plan.

Conducted unit and integration testing, tracked progress with a daily burn-down chart, and developed JQL queries to generate KPI reporting.

Conducted user acceptance testing (UAT) and training and rollout.

Conducted project governance meetings.

Managed the completion and acceptance of project deliverables.

Prepare Compliance Management & governance, KPI Reporting

Key Achievements :

Introduced Agile prioritization in the project

Implemented Confluent KPI dashboard for project monitoring

Established Sprint goals for the Agile project

Aligned project objectives with Executive Architecture capability goals

Completed the project within the planned schedule, cost, and quality

Created Performance Tracking sheets with targets and KPIs to manage offshore teams.

InteliStaf – Government of Nunavut - Iqaluit – Nunavut

SR. ERP Project Manager, BA, EA Sep 2017 – Nov 2018

Industry – Public Sector

Project Handled: Led multiple Software implementation projects, including Custom Development Tax system, Free Balance and E personnel financial system fine-tuning – SharePoint Time and Attendance and Core HR software – GN Business Architecture initiatives along with Microsoft Dynamics proof of concept.

Tools & Methodology: Jira Atlassian, MS Projects, Skype for Business, MS Office and Visio. Scrum, SDLC, ITIL PMBOK, BABOK

Key Profile:

Project Management and Enterprise architecture

Participate in ERP COTS Application Software selection (RFP, RFI) and implementation services

Identifying project deficiencies, suggesting preventive measures

Prepare Change management strategic plan and PM Plan

Prepared Microsoft Dynamics proof of concept for HR, Financial Management and Supply chain

As a Senior Project Manager, BA, and Enterprise Business Architect for the financial systems department in the government of Nunavut, I oversaw all financial department projects. This included preparing RFP TORs for potential projects, creating detailed Business Requirement Documents (functional, technical, and non-functional requirements), and developing project plans such as project charters, Scope of Work, and project schedules.

During my tenure, I managed four main projects, which involved the implementation of financial business process reengineering and systems for Core HR, Leave and Attendance, performance management, and tax systems. Concurrently, I led the selection process for a new ERP system to be implemented in the next fiscal year, including vendor selection. This project was necessary as the existing systems, Free Balance and ePersonal, needed to be updated, causing inefficiencies in processes and duplicating efforts.

One of my key achievements was mainly identifying multiple inconsistencies, duplication, and even contradicting planned and active projects across the financial department and CGI, which made me take the initiative to contact the treasury board of Canada and start the Government of Nunavut Architecture principals and Business architecture initiatives in collaboration with the treasury board.

Project Management Tasks Performed on All Projects:

Performed an environmental scan of existing business processes, including cross-jurisdictional business processes with departments, and worked with business analysts, stakeholders and Subject Matter Experts to identify gaps

Developed terms of reference for the project RFP, high-level requirements, scope, costs and resource requirements;

Oversaw the definition of business requirements and ensured that these requirements were reflected in RFP/RFI documents to procure COTS solutions from third-party providers

Developed and provided the approach for business redesign associated with the implementation of each solution, ensuring all redesign was done following service design principles and including consultation

Facilitated high-level planning for all projects, including determining critical path activities to drive significant deliverable dates, and used Microsoft projects to create, track and maintain project resourcing and scheduling;

Ensured complete budget requirements were documented and supported

Controlled project scope, schedule, cost, quality, resourcing, communications, risk, procurement and stakeholders throughout project initiation, planning, execution, and close-out using PMBOK processes and best practices;

Distributed information on project status, scope, schedule and risks promptly using weekly progress meetings and bi-monthly steering committee

Identified, documented and analyzed risks: using the Government’s established Risk Assessment criteria, developed Risk Traceability Matrix and monitored risks for potential and actual impact; escalated issues as required and facilitated problem resolution between stakeholders and project teams;

Established and implemented change control processes: describe these processes;

Identify and Record the Issue - Change Request

Identify the Change request owner and roles and responsibility

Analyze, Validate and evaluate the Change impact on the project

Negotiate the change acceptance and rejection with stakeholders

Decide to proceed with the change or reject it

Obtain change request approval

Execute the change and update the project plan, issue log, and change control documents.

Conducted a post-project / system implementation review to document lessons learned that could be applied to ensure the success of subsequent projects and socialized lessons with the project team.

NCOM-Tech (Toronto)

ERP Project Manager, Scrum Master, EA. (Jun 2013 – May 2017) Project Based

Industries

Manufacturing, From June 2013 to Apr 2014 Feb to May 2017

Telecom, From Sep to Dec 2014 – Jun to Nov 2016

Services Industries From Jan to April 2015

Key Profile:

Led ERP Project Management activities based on Oracle EBS, BIS R12

Developed Business Scenarios, Business Footprint diagrams, Process Flow diagram, Roles and responsibilities

Identifying project deficiencies, suggesting preventive measures

Prepare a change management strategic plan

Achievements:

Successfully Project managed to steer over three major Oracle EBS R12 projects in the ERP Advisory / PM and Enterprise architecture field.

Assisted in Application Architecture activities Based on Oracle EBS R12

The developed Value proposition for Financial and Insurance industry organizations for EA

Datum Group

Agile Project Manager, Enterprise Architect. (Jun 2012 – June 2013)

Achievements: Founded the Association of Enterprise Architecture Chapter in Egypt

ADES Group – Oil and Gas

Project Managed a complete application systems fine-tuning project that included SAP FICO, GL, AP, AR, FA & MM.

Conducting complete Application and system integration Architecture Assessments based on SAP FICO GL, A, ARFA& MM

Identified ADES Group Business Drivers, Goals and Objectives

Established collaborative relationships with executives, including the heads of the Financial Department and the IT Department, and led organizational change by providing training on the system and a communication plan and change control procedures associated with the fine-tuning project of the ERP system

Khalda Petroleum Company

Worked as a Project Manager in Full SAP FICO/GL, AP MM implementation. The project included data cleansing and Migration with Multiple developed interfaces for Oil & Gas Specific industry processes (Hardware included)

Tiba Laboratories Group

Project Managed a complete system integration, Upgraded and fine-tuned project CRM / BIS and E-commerce implementation.

Conducted custom-based system development project and upgrade for SAP ERP (FICO and SUPPLY CHAIN, using Agile scrum methodology utilizing Jira PM Tool

Designed and wrote the full details of the custom development system to handle the Portion Payment functionality by being able to pay in multicurrency along with a detailed LC/LG custom application

Oracle Corporation (Apr 2008 – May 2012)

SR. CEP Program Manager MRD/ Enterprise Architect, CEP Dept. ECEMEA (Apr 2010 – May 2012)

Portfolio Manager / Senior Business Advisor, Business Advisory Dept. EMEA (Apr 2008 - May 2010)

Key Profile: Responsible for ensuring successful COTS Oracle EBS fusion project implementation for Oracle strategic customers.

·Create C-Level executive relationships within the Oracle installed base (existing clients)

·Performed an environmental scan of existing business processes, including cross-jurisdictional business processes with departments, and worked with business analysis, stakeholders and Subject Matter Experts to identify gaps.

·Provide analytical and systems expertise in various disciplines to support the development, installation and maintenance of Oracle technology solutions across the enterprise to fulfill business needs.

·Developed Business Scenarios, Architecture Road maps, Business Footprint diagrams, Process Flow diagram, Roles and responsibilities etc.

·Implementing value-added driven objectives and strategy for the projects.

·Conducting full Application Architecture Assessment and system integration based on Oracle EBS R12 / fusion

·Monitor and provide direction and oversight for the Enterprise Applications teams and Provide functional leadership to internal and external resources during selection and implementation of information systems and applications.

·Partner with development, business and technical service associates and management to provide direction and strategy on complex issues

·Implementing key success factors and guiding the implementation team on effective project planning & management, change management and ensuring optimum communication.

·Identifying project deficiencies and suggesting preventive measures.

·Following up with the partner and customers on resolving project issues and risks.

·Encouraging collaboration amongst all parties, sharing lessons/knowledge base from other Oracle implementations.

·Assisting the customers / Consultants in setting the right project strategy & objectives.

·Updating partners on the latest Oracle methodologies & solutions, imparting training on implementation methodology & project critical success factors and resolving functional and technical issues.

·Planning, controlling and evaluating implementation teams to ensure smooth project execution.

·Project Managed Multiple oracle EBS implementations, including Enterprise Portfolio Management applications (EPM)

Industries

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