Mujeebur rahmansaher presentation

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  1. Who is Mujeebur Rahmansaher? Dynamic technology strategist and thought leader with 18 years’ achievement rolling-out business solutions and overseeing…
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  • 1. Who is Mujeebur Rahmansaher? Dynamic technology strategist and thought leader with 18 years’ achievement rolling-out business solutions and overseeing program/project management and product development in progressively responsible operational leadership roles. Experienced cross-functional and collaborative leader with a demonstrated track record of success at the helm of large (40+) multinational teams. Skilled in diverse software development methodologies, adept at driving seamless integration across technology platforms, effectively managing and coordinating large-scale projects across all phases. Creative thinker who intelligently manages resources, identifies potential partners, and fosters communication to improve the bottom-line. AREAS OF EXPERTISE Team Leadership – Strategic Planning – Product & Project Roadmaps & Management – Benchmarks & Milestones – M&A - Business Development – Change Management – System & Process Development – Resource Management – Reporting Application Delivery & Support – Quality Assurance (QA) & Quality Control (QC) – Partnerships – Relationship Management Employed as VP ,Technology Strategy & Project Management Deluxe AdServices aka "Deluxe Entertainment Services Group“. Hold broad-scope leadership responsibility for technology/project strategy while managing identification, funding, development, deployment, oversight of PMO, Product Development, Change Control & Change Management and Operational Support. • Major Accomplishments – Setup of PMO Discipline, Organization Change Management, Development of IT Governance Model, Implementation of Agile Processes, Significant Cost Reduction, Support of Cross-functional teams, Roll-out and Support of business critical ERP Systems. • Future Goals – Apply my broad skill set to bring structure to a complex organization, develop technology solutions that add business value through tangible deliverables.
  • 2. Agenda • Assumptions • Problem Statement • Recommendation • Immediate Goals • Closing • Questions
  • 3. Assumptions & Problem Statement Assumptions • Responsible for establishing a PMO in an organization where one has not existed. • Develop an IT Governance Model and document Software Development and Support Procedures. • Build End user relationships, create and deploy a robust Communication Strategy. • Align with End users and bridge between Business and IT Problem Statement  IT is not aligned with Business Goals and Objectives.  IT lacks of Successful Program Management Office  Too many redundant applications with high maintenance and support costs  Lack of Standard Policies and Processes  No Data/ Inaccurate data to make key strategic business decisions.  Lack of sustained partnership with Business Sponsors
  • 4. Problems further drill down to… These Issues impede IT in deploying timely solutions, resulting in failed partnership with Business Stakeholders and demonstrable value add to the Organization. Issues Unorganized team. (Lack of accountability , resulting in lost productivity) Unstructured and Complex processes ( Delayed deployments and costly implementations) System and Process Redundancy (Resource overhead and Increased maintenance costs) Lack of IT Strategy (No business value add) Lack of KPI’s ( Failure to incorporate incremental improvements) Lack of Innovation, (Working harder instead of working smarter) Misalignment w/ Business (Lack of Trust and no communication)
  • 5. Recommended Approach: By Order of Importance Realization •Determine Organization’s Needs and Maturity Level •Document Current State – Application portfolio, processes, IT Org, etc. •Validate IT Departments company’s goals and expectations Establish PMO Office •Identify staff, Assign key roles, Finalize Reporting lines and formalize RACI structure •Develop a Simple Repository or “Library” of PMO Materials •Select Technology to Automate and Enforce Your PMO Processes •Setup Processes for documenting KPI’s and formalize a communication strategy Setup IT Governance •Identity key IT and Business Leadership •Document escalation procedures and strategic decision making protocols •Formalize user support and corrective action resolution Reduce Cost •Validate and Optimize exiting Processes. Formalize missing ones. •Implement Application and process rationalization •Conduct cross functional training and optimize project staffing needs •Deploy Agile system development methodologies and exercise optimized processes •Deploy system functionality iteratively and keep business informed.
  • 6. Collaborate and Grow With support of executive team and partnership with business units, IT can provide global services, technology solutions and systems to ensure delivery of services to its users and ultimately to customers. IT can seek out relevant and value based technologies to help business address their key problems. The Global IT Working Group can also be created with representatives from each business unit to collaborate with IT to : • Develop, review and deploy global IT policies, procedures and projects with businesses. • Address any potential issues with IT policies, procedures and projects. • Build trust and Collaborate with businesses to better understand and communicate their IT needs. • Prioritize IT projects according to local business needs. Extensively communicate to ensure alignment with stakeholders at all times. • Where applicable, drive standardization and leverage scale efficiencies across organization. • Demonstrate value add through document Key Performance Indicators 6
  • 7. CULTURAL BUY-IN: Adherence to agreed processes and value of Structured approach must be well understood. It is important to understand and bond with the values and roles of key stakeholders so that early issues and risks can be dealt with due diligence. This is one of a key step to make any project successfully . Implementing rewards system also helps to ensure organization buy-in. Encouraging, performance and best practice consistency should be tied to incentive-based compensation and individual’s career goals. TRAINING: Training and mentoring programs ensures best practices and consistency in any software/system deployment. It brings awareness and eliminate challenges in rolling out new processes/policies across cross functional team and large user communities. COMMUNICATION PLAN: Communication is very vital to gain success as we execute any project. It is important to develop comprehensive communication plan to highlight success or challenges across your all key stakeholders. Key Areas to Work
  • 8. “We are what we repeatedly do. Excellence then, is not an act, but a habit.” - Aristotle Closing Statement
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