Areas Of Expertise:

• Project Planning
• Monitoring and Control
• Developing and managing project/program schedules
• Project Governance

Education:

• Master of Science (Project Management), University of Tehran
• Bachelor of Science (Industrial Engineering), Amirkabir University of Technology
• Diploma of Leadership & Management, Bankstown Community College
• SAFe® 5.1 Agilist Certified
• PMI Scheduling Professional (PMI-SP®) Certified
• Prince 2 Foundation Certified

About Alan Alehashemi

Alan is an experienced Scheduler/Planner who joined Seven Consulting’s Sydney team in June 2022. He has extensive knowledge of project planning, scheduling, monitoring, and control. He is a high-performing team player who delivers quality outcomes and has constructive and creative problem-solving skills.

What Alan brings

• Strong communication, project reporting and documentation skills.
• Highly experienced in project governance, frameworks, principals, tools, and end to end financial reporting & analysis, risk, and issue management.
• Sound knowledge of risk and issues management.
• Ability to engage and build effective stakeholder relationships.

Key Clients:

• NSW Rural Fire Services
• Avec Project Management
• Aryasasol Polymer Company
• BAI Communications
• Pars Avec Kish

Key Achievements:

As PMO Specialist (Scheduler/Planner) at NSW Rural Fire Services, Alan was responsible for developing and maintaining master schedule for a portfolio of programs as well as defining and monitoring their interdependencies. As part of his responsibilities, he provided reports to bring clarity around status of the program and to support making decisions by the program manager and stream leads in form of program stream meeting, program working group and steering committee reports as well as a host of other reports such as resource utilisation and contractor performance assessments. He supported the program management with prioritization of projects as well as their allocation to appropriate contractors from an available pool of providers. Additionally, he provided visibility around estimated future expenses and available funds by leveraging the cost-loaded master schedule to support financially driven decisions. As part of his other responsibilities, he helped with defining and implementing tailored governance frameworks, holding, and conducting daily stand-up check-ins, expediting and updating Kanban boards and raising risks/ issues across the program and assisting program manager/ stream leads to address/ resolve them within program’s acceptable thresholds. Vested fleet production and refurbishment programs across NSW RFS operational fleet with an internal team size of 50+ people and overall program budget of $1.04 B are highlights of his achievements. 

As Master Scheduler at BAI Communications, Alan was responsible for developing and maintaining achievable schedules for programs and projects running through the PMO and ensure deliverables will meet the predefined deadlines. He ensured consistency across interdependent project schedules within programs; resource loading, levelling and liaising availabilities with constraints and advising program/ project managers on how to resolve resource availability issues. Alan also developed and updated trackers for key program milestones with multiple deliverables to bring clarity to the complex program environment. Assisting project managers with their tasks including holding daily stand-up meetings with project team members, updating schedule progresses, and chasing progress where follow-ups required and developed report templates to correctly reflect weekly, bi-weekly progress reports, status reports and other ad-hoc presentations including Steering Committee reports and maintaining schedule hygiene to meet our clients’ standard (Using DCMA framework). Public Safety Network transition program is the highlight of his achievements at BAI, ensuring soft landing of a $15 mm AUD program with an internal team size of 30+ people and multiple contractors involved.

As Enterprise Project Management (EPM) Consultant at Aryasasol, Alan was responsible for planning, master scheduling, monitoring and control of IT projects (ERP and BPM Automation projects) for the company as well as consulting engineering projects PMO office on proper utilization of the EPM platform for large construction projects. This includes breaking down project scopes using agile/ waterfall, leveling resource requirements, preparing project budgets, trading-off overall project completion schedules with project budget curves, holding and conducting daily/ weekly meetings with project team members to review assignments and achieved progresses, preparing cyclical reports including weekly, bi-weekly, and monthly as well as other ad-hoc reports for project managers and other stakeholders as advised by the PMO manager. Average projects involved teams of 10 people with multiple external contractors involved with budgets varying from $10k to $100k USD.

As Project Planner/Scheduler at Avec Project Management, Alan was responsible for preparing the baseline plan for the ALSTOM wagon manufacturing plant refurbishment project. He also integrated multi-contractor schedules, reviewed engineering and construction contractors’ weekly progress reports vs. the baseline (Cost and Schedule performance), highlighted important issues to their onsite expeditor, prepared weekly overall EPC progress reports for the principal (ALSTOM) and biweekly reports for ALSTOM with regards to the pending procurement items affecting one-month ahead construction schedule. Alignment of internal procurement with construction phase and advising procurement team on maximum available window for long-lead procurement items. With multiple engineering and construction contractors involved, this project had a budget of $65 million USD.

As Enterprise Project Management Consultant at Pars Avec Kish, Alan worked on the implementation of an Enterprise Project Management (EPM), his responsibilities include assuring seamless integration of functional departments (Accounting, Procurement, Warehouse management and Technical Maintenance teams) with the enterprise project management platform, automating procurement progress reporting on certain project activities according to real-time procurement progress data on the ERP platform, design and implementation of scheduled project logging (weekly basis) and superimposition of Earned value/ Actual Value/ Planned values on a single S-CURVE in Crystal Reports + Many other progress reports directly out of the Oracle DB, and coaching PMO analysts and project engineers on how to extract relevant reports and also report their achieved progresses into the system.