Project Management

Professional Summary

More than ** years’ network maintenance & infrastructure build project management experience including non-Telco components related to ‘Power & Environment (P&E), HVAC and Civil Infrastructure build.

Skilled in contracts, vendor management for turnkey/semi turnkey projects’, acceptance (UAT) testing and closure.

Strong in procurements; Statement of Works (SoW)/ RFP development, technical evaluation of bids, short listing, RFQ, contract negotiations leading to contract award, processing Purchase Requisitions (PR) & Purchase Orders (PO).

Supply Chain: Effective monitoring to ensure availability of required equipment/accessories’ inventories for smooth and speedy implementation of the project.

Strong skills in application of PM Methodologies.

Capital and Operation (CAPEX, OPEX) budget planning and management.

Internal customer management and interface.

Expertise in computer skills - MS Office Suite and SAP related to project finances.

Leadership ability in excellent resource and time management, staff development, team building and organizational skills

Strong in coordination with all stake holders. Highly skilled in – risk analysis, problem identification, resolution/ escalation as required to leadership team for support.

Strong believer of collaborative effort but focused on end results.

Work Experience:

Free Lance Project Management Canada 2017-2024

Organization: TELUS Canada 2013 – 2016

Position: Project Manager

Responsibilities:

Manage small to medium size capital projects across Canada, within scope, on time and on budget. End-to-end accountability of project delivery.

Prepare ‘Project Charter’/ RACI Chart, Scope of Works (SoW), invite and evaluate RFQ/quotes. Contract and work award packages within internal processes to external contractors to meet project schedules.

Assess deployment plan or business case to develop project scope statement.

Collaborate with planning, engineering, procurement, build and operations primes to prioritize and schedule project deliverables.

Collaborate with build implementation teams to identify and balance internal resource allocation.

Lead regular meetings with stakeholders on resolving implementation issues and variances and develop action plans to manage changes or issues on projects.

Regular reporting and communication on project status, budget, and quality.

Manage and monitor external build contractor performance. Site Inspection as required to ensure scope, quality and schedule of work adhere to TELUS standards.

Effectively manage change requests on projects.

Manage program financials in accordance with corporate financial policies and tools (SAP).

Manage risk within program and escalate issues where appropriate project status to management/ the leadership team.

Achievements:

Successfully completed multiple Large Complex Deals (LCDs) projects across Canada in terms of quality, cost and timeline.

Worked with diverse teams within TELUS including Subject Matter Expert (SME), IT, BT, Business, Customer Services and Finance.

Successfully delivered multiple projects covering all stages; conception, solution development, execution, systems’ integration, acceptance testing and project closure.

Ensured compliance with ‘Project Charter’ by all stake holders as part of process improvement.

Managed up-to $ 1 million project budgets.

Organization: Ufone GSM 2006 – 2012

A subsidiary of Etisalat UAE, Ufone GSM is a 4G cellular service provider having 30 million subscribers.

Position: General Manager Access NW Operations

Responsibilities:

Plan, execute and close network’s annual Telco/Non-Telco - Power and Environment (P&E), HVAC and Civil Works related maintenance projects based on network’s annual O&M needs.

Plan and prepare Capital (CAPEX) and Operation (OPEX) budgets and cost management.

Work with CS teams to ensure delivery of assigned NW availability KPIs/SLAs for Customer Satisfaction and prevention of revenue loss.

Technical resource planning, hiring, management, mentoring and training.

Mediate and harmonize relationships with all internal stakeholders.

Annual maintenance projects scope:

oProject planning, implementation and closure- Projects’ scope included; Telco components - Radio, transmission network, Non-Telco components – Civil works – expansions/maintenance, P&E systems dimensioning, swaps/upgrades, HVAC swaps/upgrades according to PM methodologies and best practices.

oPreparation of Scope of Works (SoW), RFP preparation/initiation, bid evaluation, short listing bidders, contract negotiations and award, processing of Purchase Requisitions (PR) & Purchase Orders (PO).

oProject implementation status reviews to identify and resolve bottlenecks, document issues for record, follow-up and escalation.

oVendor management and progress/performance monitoring for contracted equipment, services and deliverables.

oAcceptance testing of newly commissioned Network Element (NEs) per manufacturers’ acceptance protocols, logging, tracking and resolution of discrepancies.

Multiple vendors’ management for contracted ‘Managed Services’.

Achievements:

Successfully planned and prepared multiple annual network maintenance CAPEX and OPEX projects, budget and managed cost - Successfully delivered projects covering all stages; conception, solution development, execution, systems’ integration, acceptance testing and project closure. Average annual value of projects up-to $ 2 million.

Contracts and multi-Vendors’ management was skillfully done which ensured efficient delivery of ‘Managed Services’ Delivery contracts which helped in achievement of assigned KPIs. Annual average value of network maintenance Managed Services (Telco) & (Non-Telco including P&E, Civil Works) contracts was $ 10 million.

OPEX Optimization - Saved more than $ 3 million through planning and execution of network’s OPEX power cost optimization projects through technology solutions.

Vendors evaluation (Alcatel Lucent, Huawei, Ericson, ZTE) for Etisalat Group’s Global Managed Services (GMNS) project.

Human Resource management – efficiently managed, trained, counseled and judiciously utilized team of engineers and technicians which significantly contributed in timely delivery of projects leading to achievement in improvement of network availability KPIs.

Achieved Access NW availability KPIs as assigned.

Organization: PTCL 2004 – 2006

A subsidiary of Etisalat UAE and the biggest fixed network service provider in Pakistan.

Position: General Manager Field Operations

Responsibilities: I was responsible for US $ 20 million CDMA network infrastructure rollout project planning, execution and closure:

2.3 million subscribers’ network capacity rollout - Project, Planning, Implementation and closure. Project scope included wireless network, P&E systems, External Alarm Systems) planning/dimensioning, deployment and related civil infrastructure development works’ planning and execution:

oPlanning, preparation and management of Capital budget for the project.

oDevelopment and initiation of RFP, bids evaluation, short listing for contract negations and award.

oDevelop, execute and monitor PIP, RAM status and progress.

oConduct project status reviews, identify and resolve bottlenecks and document decisions for record, follow-up and escalation.

oVendor management and progress/performance monitoring for contracted equipment,

services and deliverables.

oAcceptance testing of newly commissioned Network Element (NEs) per manufacturers’

Acceptance Testing Protocols, logging, tracking and resolution of discrepancies.

Base Transceiver Station (BTS) Site’ selection as per RF plan, P&E, External Alarm Systems planning/dimensioning, sites acquisition, civil infrastructure structural analysis, build and acceptance testing for handover to maintenance teams (internal customer).

Evaluation and approval of green field, rooftop towers, poles structure and foundation design, analysis and vetting structural feasibility studies.

Project implementation status reviews to identify and resolve bottlenecks, document issues for record, follow-up and escalation.

Achievements:

oProject planning, execution and closure were completed within budget and timelines – Civil, P&E build for more than 1300 BTS sites, 25 BSC sites and 8 MSCs were deployed across the country.

oProcurement process was completed and comprehensive contracts for all three vendors were finalized within assigned target date.

oMulti Contracts and Vendors’ (Motorola, ZTE, Huawei and NEC) management was skillfully done which ensured timely delivery of rollout project.

oAssigned service quality KPIs were achieved through acceptance testing of newly commissioned Network Element (NEs) per acceptance protocols, logging, tracking and resolution of service affecting issues.

oWorked with peers in commercial; marketing and Sales function as a team, kept them apprised about project progress, challenges, status.

oChange Management was effectively and achieved overall project/business objectives.

oProject success was greatly contributed by judicious resource utilization, training and motivation of the project team with erstwhile public sector and unionized background in accordance with PM methodologies through their total awareness about full scope of contracted equipment and service deliverables.

Organization: Mobilink GSM 1996 -2004

A subsidiary of VimpleCom Telecom, Mobilink is 4G cellular service provider with 50 million subscribers.

Position: Regional Manager Network Maintenance & Infrastructure Development

Achievements:

Completed cellular network’s multiple Telco/Non-Telco rollout projects’ Planning, Implementation and closure. Project scope included wireless network, civil infrastructure build, power and environment systems planning/dimensioning and execution. Civil, P&E build for about 600 BTS and 12 BSCs was completed.

Effective multi-vendor management (Motorola, Siemens, NEC, Alcatel) served as a major factor in successful and timely completion of the project.

Effectively managed team of over 50 engineers and technicians and achieved > 99 % network availability.

Divisional Engineer 1993 - 1996

PTA - National Telecom Regulatory Body

Education & Professional Trainings

Bachelor of Engineering (BE) Telecom - University of Engineering & Technology Lahore

Diploma in operation and maintenance of multiplexers - Canadian Marconi Company (CMC) Montreal Canada

Optical Fiber Systems (inside & outside plant) training - Telecom Australia Brisbane

GSM Interfaces, Base Station Sub System Planning training - Motorola Swindon UK

Goods & Services procurement procedures for World Bank funded projects by World Bank Resident Mission

Strategic Leadership Development Program Etisalat UAE.

Transformation to ISO Pakistan Institute of Quality Control.

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