Islam Amer

Cell: +1-416-***-**** E-mail ady9rn@r.postjobfree.com

LinkedIn: https://www.linkedin.com/in/islam-amer-a7148b25/

Address: *** *** **** **** – Etobicoke – ON M9C 1G1

Project Management CONSULTANT ( Agile & waterfalls) – applications & infrastructure

29+ years of experience in telecommunications project management start to end customer technical and delivery service and solutions with both Agile mind set and waterfalls for infrastructure projects

Customer Business Operations Strategic Planning & Execution

Outstanding Analytical and leadership Skills\ project management

PROFILE

A multi-talented high-caliber senior start to end delivery process management with over 26 years of experience in telecommunications. Have a wide range of experience in telecommunication solution architect and integration in an oil & Gas; and Multinational telecom vendor. I have strong presales skills & works well in team environments, fast learner of new technologies, extremely analytical, problem solver and also Certified Project Management Professional (PMP); IPMA. Handling complex solutions and projects / program in multimillion budget, Resources between 12 and 300 employees with different nationalities directly (up to 20 nationalities). Different zone and cultures North America, Africa, and Middle East. Handling projects in different technologies such as Core, Access, transmission, OSP, M/W, IP/MPLS; VoIP; SIP; and core networks (fixed and mobile networks) added to that I have a long-term experience in turnkey projects in oil and gas environment as a project manager for SCADA and ICS. Working with high capability under pressure, and good follower for contracts. Guidance of internal project and team to optimum solution architect to cover client requirement

Philosophy & Methodology

Philosophy;

-Personal Factor of success

Belief in what you are doing; detect your Power factors; prepare your Resource.

-Plan; Do; Check; Act

-KISS (Keep it so simple)

-Agile Mind Set using both Waterfalls and Agile in hybrid projects and using scrum of scrums in mega projects like SAP

Methodology;

-4/12 basic factors of success:

Follow 4 (Country low; Contract; Internal Project Management process; Customer internal Regulation & Process

More Attention to Plan 4 (Scope; Time; Resources; Cost) all plans are important but these 4 are important)

Close 4 (resource release; Partner rights; Project code; Cases spread)

-Self-confidence and staff encourage

-Customer; vendor; partner relationship based on all WINS

-Open communications

-Agile and Waterfalls methodology

Assignment history

• Business Development manager in Cablelock (Feb. 2023 – till now)

• Deputy General project manager in Thales Group ICS transport – (Oct 2020 – Dec. 2022)

• PM Consultant in National company of transmission in Libya (offshore support) – (Jan 2019 – Sep 2020)

• Project Manager in Huawei Technologies; (Feb 2007 – Sep. 2018) North Africa region and Middle East

• Telecommunication consultant in NOSPCO (North Sinai Petroleum Company); (Jun 2005 – Jan 2007)

• Telecom. Dep. Manager in (Agiba Petroleum Company) (Egypt), June 1996 - Feb. 2007

• Transmission engineer in Telecomm. Egypt (Egypt); (SDH & PDH) (Dec. 1994 - June 1996)

Technical Skills – Experience .

Transmission technology; System integration; VOIP; SIP; OSP; PDH & SDH / DWDM equipment; V-SAT; Telemetry, SCADA and ICS; Core network; Wireless network (GSM-CDMA); Fixed Access network - NGN – IN – IP network – FTTH; Turnkey projects; Enterprise Business solutions

Integrated solution Architect; Transmission; IP network; hybrid power. Core network; VOIP; Data Center; FTTH; wireless Network; Fixed Network (MSAN); MW Coaching and Training Project management Process as PMI’, IPMA; and Prince 2; and PMO platform Primavera and MS project Budgeting, finance, creating objectives and roadmaps. Experience with PPM (Portfolio Project Management) and Microsoft Office suit. Huawei Project management Process instructor.

(from Feb. 1994 to Dec. 2022) (29-years)

Agile Experience

My trip with Agile was in the beginning in 2021 while I was doing a metro project with Thales and we have 13 different system with different technologies I was enforced to use Agile.

I Act as integrated project manager for thirteen of Hybrid system using both waterfalls (all Hardware and infrastructure) and Agile methodology for ( all application and configuration of all systems) in these projects I was act as a product owner and scrum master ; as a product owner preparing the al products backlog with the client and other stack holder; and transparent to development teams ; as a scrum master I used to attend all meetings among the development teams specially sprint planning meetings; the sprint backlog preparation from development team ; also attending some of daily chat meeting ; also attend the sprint reviews and retrospective meetings. The agile methodology was scrum of scrums as we have tenth of sprints with long spring periods

(from Jan. 2021 to Dec. 2022) (2-years)

Customer communication; Coaching; and technical Experience

Meet customers after their precontract meetings with the marketing team to understand the customer’s technical needs and requirements; Receives Tenders; find technical specifications to go into a technical and financial offer. Doing site survey for all potential projects to ensure that the offers presented matching the customer requirements and project site. Building relationship with customer. Negotiates the price. Presents the technical offer and solution. Meeting with consultants that can become potential partners. Preparation and doing workshops for clients if needed; owner of technical and projects answering to clients. Manage technical change from customer during execution phase based on WIN-WIN relationship. Manage customer training; preparation of Huawei technical team; and subcontractor team; subcontractor training. Preparation of handover documents to client, and from subcontractor to Huawei

(from Feb. 2002 to Dec. 2022) (20-years)

Project Management Experience

In Huawei Delivery process the PM is the fast owner of the project starting from initiation phase that he and project team should do project estimation; and high level design; scope definition; contract review and highlight for the RFP items; and in planning Phase PM with project team should do budgeting for all project management knowledge areas; and high level design; added to highlight for the contract items; if any budget change or design change or customer change PM is the owner of change management using change management process defined and approved from customer in kick of meeting. Also, PM is the owner to define the quality process (planning; assurance; control and auditing) define acceptance documents and model site; design documents and doing realization and handover prepare for RFS in advance. Well, define all projects risks and evaluate and define mitigation plan. Define risk cost effect; define project scope with the client and stakeholders; define project handover in advance during planning phase and finally closing project (release resources; close project finance payment and cash flow; lesson learned; etc.). All the following projects contain enterprise products in wireless; OSP; core; MSAN; FTTH; Data Center etc. projects)

(from Feb. 2002 to Dec. 2022) (20-years)

PMO Experience (project management)

Review projects in 22 countries in NA region in project management phases. In initiation phase; I create the project code; Review Estimation & HLD; in Planning Phase reviewing the feasibility and project management plan; HLD and budgeting. Review contract delivery items before Kickoff and approve detailed responsibility matrix. In execution Phase, to review the reports to be ensure that project follow time schedule; budget; HSE; internal PM process. Etc. In closing phase to review project achievement if match project objectives; release resources; project code closing, review lesson learned and approve spreading in Huawei intranet.

(from Feb. 2007 to Dec. 2011) and from Dec. 2014 to Feb. 2017) (7-years)

Environmental permitting ( Acquisition)

• Internal communication to get deliverable list among Design; construction; legal; procurement; RNP; supply chain; technical and service team to define all required approval from government; and other stakeholder like GAS company; transmission; Electrical company. And either well define all client deliverables. Ex. IP plan ; installation area; power circuit breaker both AC and DC Power

• Evaluate all risks for permission and approvals and plan for mitigation

• Communication with client to get official approvals for all design documents; list of material; letters to government; ( used to be a focal stakeholder between government and client and among in case a consultant exist)

• Act as a strategic stakeholder in the project as used to guarantee approval exist from internal; client; consultant ; and government before activity started

• For data center the most important guarantee transmission connection if more than one datacenter location like in KNG project ( DC1; DC; DC3 Delta connection ) and guarantee the power redundancy main power; generator; solar system if exist; and Batteries. In addition to IP definition for integration with other ISP and existing data center.

• In our scope we guarantee and fully responsible about approval for required document to start any activities need approved document before start as there is no contradict between sequential activities. By other meaning the acquisition manager (environmental permitting manager) guarantee to keep the gaps between sequential activities is zero as much as he can. And also he try to decrease misconduct among the project stakeholders like Design; construction; legal; procurement; RNP; supply chain; technical and service team

•We guarantee that any divergence from project critical path is not from environmental condition or due to any approval.

•Guarantee that all project stakeholders specially internal team follow the rules of Civil defense and guarantee the availability of civil defense code with construction team and guarantee with EHS and Technical team that code; rules of civil defense and matching with design.

From Feb 2003 to Aug 2023 (20 years)

Procurement Management experience.

Prepare proposals, request quotes and negotiate purchase terms and conditions. Prepare and issue purchase orders and agreements. Monitor supplier performance and resolve issues and concerns. Inspect and evaluate the quality of purchased items and resolve shortcomings. Analyze industry and demand trends and support senior management with the development and implementation of sourcing strategies

Preparation of screening sheet and performance sheet for all partners

(from May. 1992 to Dec. 2022) (30-years)

Projects and industries

Manufacturing Industry

(Recent position)

Employer: Cablelock

Title: Business development manager – Platform

From Feb. 2023 – Till now; 6 months

Develop a growth strategy focused both on financial gain and customer satisfaction. Conduct research to identify new markets and customer needs. Arrange business meetings with prospective clients. Promote the company’s products/services addressing or predicting clients’ objectives. Prepare sales contracts ensuring adherence to law-established rules and guidelines. Keep records of sales, revenue, invoices etc. Provide trustworthy feedback and after-sales support. Build long-term relationships with new and existing customers. Develop entry level staff into valuable salespeople. Prepare business development plan (short term – medium term – long term). Define business KPI for sales and marketing team. Define long term Human resource plan.

Define the yearly budget for business development department

Telecommunication Industry

Employer: Huawei Technology

Title: Program Director

Period: Feb 2007 – Sep. 2018 (all Huawei experience) Role: Project Director & PMO

Scope: Infrastructure planning; Scheduling; Estimation; and budgeting; cost management; implementation; testing and commissioning – Integration management – Technical Management – Cash Flow – QHSE; procurement – supply chain – Human resourcing - Customer Interface (DRA; DRB; DR1; DR2; DR3; DR4)

Projects:

1-Fixed network (MSAN) subscriber

OmanTel - Oman

with Total Value 0f $US90M (100K BNE project)

Scope for 100MSAN – NGN – 2 IGW – 10 DWDM – IN – IP network)

WAN and internet connections to more than 1M subscribers

(Dec .2007 to Oct. 2008) (o1-year)

2-Core Network

A-Orascom Telecomm. Algeria

with value of $US 12 (5 TMSC-2 DMSC)

Migration of transmission to TMSC which is the 1st project of Huawei for TMSC

(May 2007 to Oct . 2007) (5 months)

B-Orascom telecom. Canada Freedom

With Value of $US 12M (Core Network with ANSI standard)

Toronto; Mississauga; Calgary; Vancouver; Edmonton

Data and mobile core network ( MSC – SGSN – HLR)

(Nov 2008 to May 2009) (6 months)

C-MTN. Yemen (MGW Upgrade – SGSN Upgrade)

with Value of $US 30M,

Data and mobile core network ( MSC upgrade – SGSN upgrade – HLR)

(Nov. 2012 to Nov. 2013) (1- year)

D-Sotelma. Mali – Part of Turnkey Project (Core MGW- MSC- SGSN - HLR – LCS – HSS - IMGW)

With value of $US 10M

200 Node B for Mobile and internet to 1M subscriber

(Jan. 2010 to Dec 2010) (1- year)

3-Access Network; Turn Key - Wireless - SWAP

A-Etisalat. Egypt

With Value of $US 110M

New (Site acquisition; RNP; 300 roof-top & Green field site construction; Microwave Transmission; 300 BTS installation; BSC installation; network optimization; and Core installation)

New establishment of Mobile and data network – Access Part) DELTA region

( From Feb. 2007 to May 2007) (3 months)

B-Sotelma. Mali

With Value of $US 120M

New (Site acquisition; RNP; 400 roof-top & Green field site construction; Microwave Transmission; 400 BTS installation; 7 BSC installation; network optimization; and Core installation)

200 Node B for Mobile and internet to 1M subscriber

(Jan. 2010 to Dec 2010) (1- year)

C-WANA (ENWI). Morocco

With Value of $US 30M

New (Site acquisition; RNP; 250 BTS; 5 BSC; network optimization; and Core)

Migration from CDMA to GSM network (core and access project)

(From Jun. 2009 to Dec. 2009) (6 months)

D-Zain. Sudan

with value $US 35M

(Swap 635 sites; Swap 2G 98 sites 3G; 50 new turnkey sites)

Migration and SWAP access network from Ericsson and Nokia to Huawei network

(From Jan 2011 to June 2011) ( 6 months)

E-Djezzi. Algeria

With Value $US 10M

New (100 site 3G - 100 microwave links)

Transmission – microwave project - WAN project

(From Jun 2011 to Nov 2012) 1.5 months

4-Transmission

A-Madar. Libya

With value of $US 20M

(Microwave – SDH; 22 New TK towers - 30 STM1 Microwave)

Wireless long-haul transmission - WAN project

(From Dec. 2012 to Nov. 2013) (1-year)

B-ARCEP. Chad

With value of $US 60M

(Fibe Optic Cable; Design; planning of (excavation; cabling; backfilling; Manhole; Splicing;

cable ending ODF; testing; and Commissioning of 1600 KM F/O cable Chad –Sudan long haul –

15 DWDM - OSN2000)

Fiber optics cable and OSP network (connect between Sudan international Gateway and Chad Gateway) – WAN connection

From Dec. 2013 to Nov. 2014) (1-year)

C-NATCOM. Senegal

with value of $US 70M

(Fiber Optic Cable; Design; planning of (excavation; cabling; backfilling; Manhole; Splicing;

cable ending ODF; testing; and Commissioning of 2500 KM F/O cable long haul –

48 DWDM - OSN2000)

Fiber optics cable and OSP network (connect between all provinces in Senegal) Gateway and Chad Gateway) – WAN connection

From Dec. 2014 to Nov. 20115) (1-year)

5-FTTX

A-ARCEP. Chad

With Value of $US 5M

Ndjamena Chad Government connection

From Dec. 2013 to Nov. 2014) (1-year)

B-Nakhil compound. Egypt

With value of $US 7M

Nakhil 1st settlement New Cairo

6-Data Center

A-KNG (Kuwait National Guard). Kuwait

With Value of $US 70M

(Paperless Office Service) (3 data centers; OSP with 150KM in urban area of Kuwait City;

3hybrid powers system; security system; and SAP system added to archiving system) matching

Tire3)

Scope: Handling infrastructure; customer negotiation – budget estimation, stakeholders’

analysis to match Tire3

B-MOT Data Centre ( Huawei modular Data Centre)

From Feb. 2017-Sep.2018) 1.5 year

C-MTN. Yemen

with Value of $US 30M

Part from Core upgrade

Data Centre design and start implementation of modular data Centre for MTN

(Nov. 2012 to Nov. 2013) (1- year)

7-Software

A-Tunisiana. Tunisia – VMS

B-Etisalat. Egypt Billing System

Billing software

(2 weeks period)

8-Remote Project (off-shore project Management)

- Italy – Wind -Transmission (SWAP Marconi transmission)

- Pakistan – Mobilink – (BSS, SWAP Motorola – VAS)

- Banglalink - Bangladesh (Core Swap – BSS Swap)

- Djezzi. Algeria (IP backbone – Cora Swap – SMSC)

- Telesol Global. (Burundi – Centre of Africa) Core and BSS

- Mobinil. Egypt (U-TRAN & Core Swap)

As a PMO manager

(from Feb. 2007 to Dec. 2011) and from Dec. 2014 to Feb. 2017) (7-years)

9-Project Management Office (PMO)- Project Auditing

- Project code Approve Estimation & Budgeting approve; Kick off review

- Platform Scope as PMO for 22 Countries; & 152 Projects

- PMCC (competence center) coaching and review project Management process and procedure

- Revenue Budget review; Cost controlling and monitoring

- Review & maintain all PM planning to match the entire process; standard

- Review HSE perspective including the PPE; site precautions; HSE training for main stakeholders;

work permissions from governorates; pass card preparation

- Templates and lesson learned

- Provide processes and procedure coaching to all PMs and program managers

- Projects auditing as to match with Huawei PMP Process

- Process update as to match customer quality and handover process

- Review in-house and partner training for Huawei project Management Processes

-Match between technical team and Implementation team and be sure for unique objective for both

to reach project target

-Manage connection between technical team and Project management team to well define project

handover to client, by preparing the acceptance criteria, Process; Documents; baseline; and

agree with standard tolerance with client.

-Define methodology of corrective actions; define the deviation; receive report and finally Case

Study

As a PMO manager

(from Feb. 2007 to Dec. 2011) and from Dec. 2014 to Feb. 2017) (7-years)

10-Enterprise and Public Safety Projects

Project 1: KOC (Kuwait Oil Company) eLTE project with value of $US 90M

(Two core stations - 6 Node B and one Cow node B- 17 K Fiber optic

cable – with Huawei SDH - 14 Microwave links)

eLTE for mobile data connection (Public safety network)

From Feb. 2017-Sep.2018) 1.5 year

Project 2: MOI (Ministry of Internal eLTE) trial (Public Network)

eLTE for mobile data connection (Public safety network)

From Feb. 2017-Sep.2018) 1.5 year

Project 3: KNG (Kuwait National Guard) Data with Value of $US 70M

Data Centre ( Huawei modular Data centre)

From Feb. 2017-Sep.2018) 1.5 year

Project 4: MOC (Ministry of telecommunications) KIG (Kuwait international Gateway and Data

center) $US 4M (2 Huawei modular data center- SDH system to connect between the

two data center)

From Feb. 2017-Sep.2018) 1.5 year

Project 5: MOH (Ministry of Health) (Garber hospital) $US 1M

handling closing only (Routers; BB switches; terminal switches; interconnection Fiber

and UTB

LAN and WAN connection ( IP network) and VOIP project

From Feb. 2017-Sep.2018) 1.5 year

Project 6: MOD (Ministry of Defense) Hybrid power system for eLTE $US 2M

2 Generators – 2 solar station – 2 UPS

eLTE for mobile data connection (Public safety network)

From Feb. 2017-Sep.2018) 1.5 year

Project 7: MEW (ministry of electricity and water) $US 5M

(35 Microwave links)

WAN project Transmission for telemetry data of MOEW

From Feb. 2017-Sep.2018) 1.5 year

Employer: Telecomm. Egypt (Egypt);

Title: Transmission Engineer

Period: Dec 1994 – Jun 1996;

Role: O&M of OSN network

Projects (Platform)

Technology (OSN):

Microwave – SDH – PDH – DWDM (Siemens – Philips)

From Dec. 1994-Jun.1996) 1.5 year

Employer: National Company of transmission – Libya

Title: Project Management Consultant (PMO)

Period: Jan 2019 – Oct 2020

Role: PMO consultant

Projects (Platform)

Technology (PMO):

-Establishing Project Methodologies

-Project Tracking

-Project Support.

From Jan. 2019 – Oct. 2020) 2-year

Transportation industry Experience

Employer: THALES ICS– Egypt

Title: Deputy General Project Manager; and Project Manager for L3

Period: Sep 2020 – Dec 2022

Role: Project Management & Agile product owner and Scrum Master

Contribute to the management of a Metro project and relative systems: communication, control and SCADA systems. Assure, together with the General Management, the achievement of all and each objective (technical, operational and financial). Matching Schedule, Budget; Quality and Safety. Leading and managing the execution and implementation of the project with the Customers and in strict coordination with Project Manager and the Company’s functions.

Responsible for the satisfactory completion of the Contract with particular reference to quality, HSE, timescale, cost, resources and Employer’s satisfaction in ensuring successful implementation of the project and project objectives.

Projects (platform):

-Line 3A; Line 3B; Line 3C (Planning – Designing – Implementation – Closing) Financially & Technically

-Line 2 Closing (Financially and Contractually)

-Line 4A, Line 4B and Debut testing; Commissioning – Closing (Financially)

Total Value 70M Euro

Technology:

Low current Equipment: CCTV – Public Address – Recording System – Scada System – (MSN) Data network and integration – IP Telephone network – UPS – Fire detection – Dynamic Display – Intercom – centralized control system - Radio System - Public address – low current solutions) LAN-WAN

From Oct. 2020-Dec. 2022) 2-year

Oil and Gas Industry

Employer: NOSPCO North Sinai Petroleum Company (Egypt)

Title: consultant (Technical PM)

Period: Jun 2005 – Jan 2007

Role: project manager

Projects:

Telecomm. And IT manager.

Total value with $US 2M

Scope:

Infrastructure planning; budgeting and cost management; implementation; testing and commissioning

Technology:

Microwave links; Fiber Optics;

Radio System; LAN; IP-telephony

From Jun. 2005 - Jan. 2007) 2.5 year

Employer: Alcatel – EgyCab (Libya)

Title: Project Manager

Period: Jun 2003 – Dec 2003

Role: Excavation; cabling; backfilling Hand hole; Splicing; ODF; testing and commissioning

Project 1: fiber optics cable implementation between Meleta and Sharara in Libya for AGIB oil company through Alcatel- EGYCAB total Length with 726 Km

Total Value with $US 100 M

Fiber optic cable and OSN system – WAN connection for voip – scada system

From Jun 2003 to Dec. 2003

Employer: Elgiza systems (Egypt)

Title: Commissioning Engineer

Period: April 2002 – Oct. 2002

Role: Commissioning Engineer

Projects: Commissioning and supervision of installation supervisor for all telecomm. Systems in DOMIATIA Liquefied Natural Gas (LNG) project

With total Value of $US 500M:

(Gas Plant) CCTV – Avaya Telephone system – LAN – Anti intrusion System – Alarm System

(From April 2002 to Oct. 2002) (6-months)

Employer: Agiba Petroleum Company (Egypt),

Title: Telecommunication Dep. Manager

Period: Jun 1996– Jan 2007

Role: RFP, RFQ, LLD; HLD; Planning Implementation and operational maintenance; budgeting Opx and Capx, infrastructure management ( operation management)

Projects (platform)

Technology:

Fiber optics – Scada and telemetry system – Radio system – Telephone system – VSAT

Oil and gad application (LAN-WAN Public Address – Transmission)

From Jun. 1996 to 2Feb. 2007) (11-years)

Education:

●B.Sc. In of Telecommunication & electronics - Banha University, 1992

●Bachelor of Commerce (Business Administration) - Ain Shams University 2003

●High Diploma in (Business Administration) - Ain Shams University 2006

●International Project Management Association (IPMA) - C level - Certified Project Management Professional (PMP)

●Certified Project Management instructor (Huawei University)

Personal:

●Date of Birth: 20th Nov

●Languages: Arabic; English; French; Spanish

●Work permit: Open work permit

●Marital Status: Married+2.

Hobbies:

- Reading; Movies; sports

Additional Coursework;

- Fiber Optic cables splicing (Telecomm Egypt) - SDH Germany (Nuremberg) - Maintenance Management (Agiba Petroleum Company) - Access Programming (IBM training Centre) - Instrumentation Engineering Course (Agib) Italy (Milan) - IP Telephony (Synergy) - ICND (Synergy) - Safety Courses - Risk Screening and Assessment - Incident Investigation - Emergency Preparedness. - Road Safety - Contractor Management - Audits &Inspection - SAP applications - PMP oh Huawei in Huawei university - Project Management Leadership Huawei University

- IPMA (International Project Management Association) Preparation course in AUC

References;

Walid Youssef +1-639-***-**** ady9rn@r.postjobfree.com

Ashraf Yussef +1-905-***-**** ady9rn@r.postjobfree.com

Karima Habal +1-438-***-**** ady9rn@r.postjobfree.com

Contact this candidate