Faisal Alqahtani

• Build PMO Policy, Procedures and Handbook in alignment with the relevant stakeholders.
• Contribute to the development of annual Bussines and execution plans to support the achievement of strategic objectives.
• Conduct overall assessment of the current PMO and develop a development plan.
• Developing the annual Project master plan and monitoring the progress
• Manage two portfolios with +15 projects in addition to the Special projects
• Monitor the Enterprise Project Management (EPM) solution to automate the project management procedures
• Manage the delivery of assigned projects from initiation to completion by coordinating with project managers and stakeholders to ensure meeting the established timelines, budgets, and quality standards.

• Participated in designing and operating the Transformation Office in KACST
• Co-leading initiative management stream which was focused on the strategy execution of the initiative charters
• Generate and submit progress reports for the transformation of KACST to the president
• Ensure alignment between EPMO, SMO and relevant stakeholders with regards to the cascading of the strategy
• Assessment of the current status of the EPMO

• Assessed the processes for the project management office (PMO) and made proposal for the executives to redesign the processes
• Prioritized projects and project tasks depending upon key milestones and deadline dates.
• Determined areas for improvement and implemented processes to alleviate problems.
• Develop a risk registrar for the PMO project level and department level
• Build a handbook for the PMO including strategic direction, governance, structure all related templates for the project's phases

• Monitored project progress, identified risks and took corrective action as needed.
• Maintained open communication with different stakeholders and identifying communication plan across all stakeholders by presenting regular updates on project status to customers.
• Planned, designed, and scheduled phases for large projects.
• Monitoring four focus strategic initiatives progress. These initiatives were the highest priority for the organization's transformation and was being monitored and supervised by the BOD
• Reported regularly to managers on project budget, progress and technical problems.
• Tracked project and team member performance closely to quickly intervene in mistakes or delays.

My main duties and responsibilities are divided into two main areas :

Delivery:

• Managing the Critical projects for the organization to transform to a not-for-profit independent foundation by making sure all projects are within scope, schedule and cost also capturing and monitoring program level risk and project-level risk
• Responsible for the weekly Fast track meeting by leading it and presenting to the higher management and provide weekly progress update to HE CEO of KFSHRC
• Preparing all needed documents and requirements to support the planing, execution and closing of the projects including a Business case, Project Charter, Project closure report the project status and program risks and issues
• Monitored project progress, identified risks and took corrective action as needed.

Control:

• Responsible for the Transformation of overall financials by tracking invoices & spending performance, remaining budget for the Transformation program and planning for the upcoming years liquidity
• Provided weekly progress reports to the higher management on the financial performance of the Transformation Office
• Assigned as a leader for the Transformation Office working group to present and resolve transformation office issues internally with Contracts, SCM and Finance also facilitate the communication internally
• Assigned as Risk Officer representing KFSHRC in the Healthcare Sector Transformation Program (HSTP)