riaz shaik

* Established Project Management Office (PMO). * Responsible for recruiting, management and career development of the program management team. * Responsible for a team of 2 program managers and 5 project managers to ensure delivery of quality system implementations to Gijima clients. * Guided the project delivery team in the required SAP ERP delivery methodologies and ensured compliance and auditability of projects within the ERP environment. * Strategic market positioning of ERP’s project offerings, collaborating with other business units. * Development of ERP’s Knowledge Management and Configuration Management capabilities by ensuring all projects’ deliverables, proposals, process maps, case studies, qualifications, references are updated into appropriate repositories. * Product Manager of SAP Business Objects.

* Acting as Africa Group PMO for CIF. * Managed three strategic programs that entailed the deployment of business systems for the * Business Intelligence department and systems to support the Innovation Process respectively. * Implementing IT systems to support all aspects of the Program Management Office. * Sustaining & coordinating a business-driven Common Innovation Framework (CIF) Stages & * Gates process across the Divisions. * Building capability within the Africa Group. * Directed the planning and implementation of enterprise IT systems in support of business * operations in order to improve cost effectiveness, service quality and business development

* Management of one of the largest automotive projects in the global DaimlerChrysler Market * Performance Center’s (MPC’s) utilizing Kerridge Autoline Revision 8.3 Software. * Managed a budget of approximately R140 million for the project. * Managed contracts and performance reviews for 30 staff members. * Managed Service Level Agreements (SLA) with vendors.

* Responsible for program and portfolio management activities within the Core Banking Program. * Provide the Program Director with a coherent program management service that enables him to effectively direct the Transformation Program. * Developed program governance practices, implemented and monitored via the Transformation Management Office (TMO). * Executed and maintained program management processes and disciplines in the areas of program schedule and quality management * communications management * human resource management * cost management * procurement management * risk / issue management * change management. * Audit various projects to ensure proper processes and methodologies are being followed and determine areas where improvement is required for future projects.