Javed Iqbal

Project Leadership: Led multiple projects for a diverse range of clients, delivering tailored storage and SAN Switch solutions across various technologies and sectors. Client-Focused Delivery: Ensured successful delivery of solutions that met client-specific needs, managing projects with varying complexities and requirements. Cross-Industry Expertise: Applied in-depth knowledge of different industries to deliver customized storage solutions, ensuring alignment with both business and technical goals.

Qatar – 01/22 – 01//23 – Various Accounts Data Centre Migration – Qatar Islamic Bank – Qatar Data Centre Migration Leadership: Led end-to-end data centre migration project, ensuring a seamless transition of infrastructure, applications, and services with minimal disruption to business operations. Strategic Planning & Execution: Developed and executed detailed migration plans, including risk assessments, resource allocation, and timelines, while coordinating with cross-functional teams. Stakeholder Coordination: Worked closely with clients, IT teams, and third-party vendors to ensure alignment on migration goals and deliverables. Technical Expertise: Oversaw the migration of hardware, software, and data, ensuring compatibility with new infrastructure and adherence to security and compliance standards. Post-Migration Support: Ensured post-migration stability through thorough testing and troubleshooting, providing support for any issues during the transition period. Saudi Arabia– 05/21 – 11//21 – Al Rajhi Bank Team Leadership: Led a team of technical professionals to review and assess Al Rajhi Bank’s infrastructure, focusing on developing a roadmap for implementing Active-Active services for core banking applications to enhance performance, readiness, and service levels. Infrastructure Assessment: Conducted a thorough evaluation of the current data centre infrastructure, identifying gaps and areas for improvement. Roadmap Development: Defined and proposed a comprehensive roadmap to bridge the identified gaps, applying international best practices and standards to ensure an optimised solution. Strategic Consultation: As a senior consultant, provided expert guidance on infrastructure improvements and helped align the technical strategy with the bank’s business goals. Implementation Strategy: Worked closely with the client to ensure the proposed solution was feasible, scalable, and aligned with their long-term objectives.

Saudi Arabia– 04/16 – 11/17 – Saudi Arabian Monetary Authority/Saudi Payments Team Management: Held line management responsibility for 8 Senior Project Managers and 1 Junior Project Analyst, overseeing multiple complex workstreams, including SAP (FICO, HCM, MM, and PM), infrastructure, and AWS cloud-based software applications. Project Management Methodologies: Led projects in both traditional Waterfall and Agile Scrum frameworks, successfully implementing the Agile (Scrum) methodology in a greenfield site for Saudi Arabian Monetary Authority (SAMA) and Saudi Payments. Reporting: Provided account-level leadership to both client senior management and HPE/DXC leadership, ensuring accurate and timely reporting of project progress and milestones. PMO Alignment: Ensured the PMO was aligned with the strategies and vision of both HPE/DXC and the client, fostering strong relationships. Governance & Methodology Transition: Developed and maintained project governance for Waterfall projects, while also implementing Agile (Scrum) in a greenfield site. Designed a transition plan to move select projects from Waterfall to Agile. Agile Training & Framework Development: Scheduled and coordinated Agile Scrum training sessions for both the client and internal teams and developed a hybrid framework combining traditional Waterfall practices with Agile delivery. Risk & Issue Management: Ensured the effective management of Risks, Issues, Dependencies, and Assumptions (RAID/DAIR), tracking and resolving cross-project and cross-programme challenges. Change Control: Facilitated the change control process to ensure projects were delivered on time and met high-quality standards. Process Improvement: Implemented LEAN processes to enhance project management tools, templates, and workflows. Delivered dashboard and KPI reports to executive management to provide transparent and actionable insights on project status.

Qatar– 09/15 – 03/16 – Qatar Gas PMO Establishment & Leadership: Developed and established a Project Management Office (PMO) at Qatargas in a greenfield environment to define and maintain project management standards, processes, and practices within the organisation. Standardisation & Process Improvement: Implemented and consolidated best project management practices, streamlining and standardising delivery processes across all IT departments, ensuring consistent and efficient project execution. Methodology & Tools Implementation: Introduced and standardised project management methods, systems, tools, and metrics to guide project execution, ensuring uniformity and quality of project outcomes throughout the IT function. Portfolio Management & Culture Building: Managed a portfolio of projects and worked closely with project managers (PMs) to create a common project culture. Provided guidance, training, and communication on different techniques, methodologies, and best practices to ensure alignment and consistency across the team. Milestone & KPI Definition: Defined key milestones, metrics, and KPIs, establishing a common project language and driving measurable success across the organisation. Change Management & Training: Led the dissemination of project management knowledge through effective communication and training programs, ensuring that PMs were equipped with the necessary skills to manage projects in a standardised, efficient manner.