ABDULLAH ALOTAIB

The Key Project Management Director is responsible for providing strategic leadership in the planning, execution, and management of various projects and project managers. This role requires exceptional organizational skills, a strong understanding of project management methodologies, and the ability to work effectively with cross-functional teams.

Key Responsibilities:

1. Develop and implement a comprehensive project management strategy that aligns with the organization's objectives, fosters a culture of continuous improvement, and involves introducing new processes or revamping existing ones.

2. Lead the initiative to implement an Enterprise Project Management (EPM) tool, collaborating with stakeholders to ensure a smooth transition and adoption of the new system.

3. Assess and determine the most appropriate project management methodology for each project, ensuring alignment with the organization's goals and project-specific requirements.

4. Oversee the end-to-end execution of multiple projects, ensuring that project goals, budgets, and deadlines are met.

5. Manage a team of project managers, providing guidance, support, and mentorship to ensure their professional growth and success in managing their projects.

6. Establish and maintain effective communication channels with project stakeholders, including clients, team members, and senior management, to ensure transparency and collaboration.

7. Monitor and evaluate project performance, identifying opportunities for improvement and making data-driven decisions to optimize results.

8. Foster a collaborative environment that encourages knowledge sharing, innovation, and continuous learning among team members.

9. Continuously improve project management processes, tools, and methodologies to enhance efficiency and effectiveness, including the ongoing evaluation and optimization of the EPM tool.

10. Manage project risks and issues, proactively identifying and resolving potential roadblocks to ensure project success.

11. Ensure compliance with relevant industry regulations, standards, and best practices in all aspects of project management.

12. Represent the organization in project-related meetings, conferences, and networking events, showcasing the company's project management capabilities and fostering strategic partnerships.

• Managed annual sales planning and infrastructure demand forecasting for key accounts and managed accounts locations.
• Assessed customer requirements and determined infrastructure needs.
• Created tailored offerings for each customer, including speed and services.
• Ensured adequate infrastructure availability for each customer location based on required bandwidth.
• Developed and validated granular demand forecasts for Key Account & Managed Account (KAMA) customers.
• Reviewed and updated KAMA demand management methodology.
• Participated in the development and execution of Demand Management plans aligned with corporate objectives.
• Provided leadership and facilitated work processes to achieve high-performance standards within the Key Account & Managed Account Section.

• Chairman of the EBU Hajj Committee to deliver Fixed and Mobile services for all key and managed accounts before the Hajj season.
• Managed Ministry of Defense and Royal Palaces Projects

Worked on STC Projects related to their STC SGSN POOL Geo GGSN Selection, 4G2 IPSec GW, and 4G2-PKI system. Projects were contracted to Juniper, Ericsson, and Huawei. Also managed and approved IOT in STC lab between all vendors.

Worked on STC Projects related to their 3G Packet Switch of Huawei and Ericsson and 4G1 LTE SAE project to Deployment of 1 USN, 1 UGW, and 1 CG in Riyadh; Jeddah and Dammam), we only focused on the interconnection between SAE network (including USN/UGW/CG/OCS) and e-node B and integrated SAE network with STC network. Moreover, to manage and perform all test scenarios of IOT between MME and E-node B between Huawei’s EPC and E-node B of (ALU, ZTE, Ericsson, and Samsung).

Worked on STC Projects related to their 2G, 3G, VII- II (Vas Intelligent infrastructure phase II), and 4G LTE mobile core network, upgrade, modernization, etc. Projects were contracted to Juniper, Ericsson, and Huawei.

• Managed and controlled production to achieve daily, weekly, and monthly goals within high quality and production budget
• Decreased in-house production issues by establishing and coordinating sub-contracting and outsourcing requirements and processes.
• Communicated with other team members to enhance process and performance.
• Investigated and proposed corrective actions for quality issues.
• Completed and submitted monthly and yearly reports to support executive decision making.