Project Description

Ibrahim Dani

PMO Manager

Areas Of Expertise:

  • Strategy Execution
  • Financial Management
  • Digital Transformation
  • Testing
  • Team Leadership
  • PMO Design and Implementation

Education:

  • Master of Business Administration, University of Strathclyde
  • Master of Information Technology, University of Wollongong
  • Graduate Diploma in Technology Management, Deakin University

About Ibrahim Dani

Ibrahim is an accomplished business leader with extensive experience in managing programs; leading professional teams; and establishing, operating, and optimising delivery frameworks and governance practices. He has established and led PMOs, enhanced governance and delivery frameworks, and optimised operational performance, and negotiated successful partnerships across business units, internal delivery teams, and external service providers.


What Ibrahim brings

  • Experience in the establishment of PMO practices.
  • Strategy, design, development and support of program and project management solutions to ensure successful business outcomes.
  • Strong influencing skills and ability to drive organisational change.
  • Ability to build and lead teams (onshore and offshore) at high performance levels and in complex environments.

Key Clients:

  • NSW Department of Customer Service
  • Exceed IT
  • Optus
  • Abu Dhabi Investment Authority

Key Achievements:


As Portfolio Manager at NSW Department of Customer Service, Ibrahim established and operated the governance, monitoring, and reporting framework of a major Business Transformation Program for the Better Regulation Division. The multi-year program will digitise the Regulators activities across multiple NSW Government Agencies through a new digital platform together with multiple dashboards to provide data analytics and single views across multiple areas.


As PMO Consultant at Exceed IT Ibrahim established a fit-for-purpose PMO and build their PM capability. He developed a Project Management Framework with relevant templates and established decision-making and reporting forums and also recruited a team of Project Managers and a Head of PMO who took over the PMO team and practices.


As Director Business Delivery at Optus, Ibrahim Lead the Business Delivery unit which consists of three large teams of Project/Program Managers, Change Managers and Business Analysts which deliver the strategic programs across Optus. He consistently achieved the business unit operational expenses (OPEX) target while maintaining a responsive and proficient Program Delivery work force. Ibrahim sponsored the development of Competency Frameworks to align the seniority levels of Program Managers, Business Analysts and Change Managers to the organisation’s job grades. This framework is used to facilitate performance appraisals and promotions. He also founded Communities of Practice (CoPs) to evolve the team capabilities and respond to the growing needs of business. The CoPs attract internal and external thought leaders to share their experiences. Ibrahim also increased his team’s engagement score by more than 15 points in the period between Oct-2019 to Oct-2020, the period that witnessed the peak of COVID19 disruptions of ways of working and sustained the right balance of contingent (contractor) and permanent resource base to maintain both: efficient resource allocation and effective delivery execution. In collaboration with an external consultant team, he designed and established an Enterprise PMO (ePMO) with the business unit design complete with organisational structure and pillars for portfolio & risk management, governance & reporting, and quality & frameworks, plus pools of delivery managers, change managers, and business analysts.


As Associate Director Delivery Governance at Optus, Ibrahim established and operated a Delivery Governance Office to drive the Financial Governance of Capital Programs, including budget allocation, prioritisation, approval, tracking and reporting processes. His role included the review, analysis, and reporting to the C-level the capital programs status and financial trends to make informed strategic and operational decisions. Ibrahim designed, implemented, and ran an effective ‘idea to project’ framework including framing & sizing, estimation, prioritisation, and funding. He setup a Program Management Practice Excellence team and ensured continuous improvement of the end-to-end programme management framework and guidelines including training, auditing, and running post implementation reviews (PIRs). Ibrahim established a Product and Project Quality Management framework and set up a Business Testing Assurance Team, accountable for user testing and business readiness of major program outcomes, crafted Vendor tracking and performance management system to assist Program Managers in engaging the right vendor with the right attributes, and enabled, facilitated, and influenced the yearly planning and prioritisation of the Capital Programs Portfolio across all business units.


As Business Program Manager at Optus, Ibrahim successfully delivered the Big Data Business Program. He established the program governance structure, scope, budget, timeline, and funding requirements of the Business Stream of a major Big Data Program.


As Business Program Manager at Optus, Ibrahim planned and delivered the Prepaid Online Activation Program. His responsibilities involved planning, mobilising, and delivering the end-to-end program to introduce online activation capability for the Prepaid business, as part of the Digital First initiative. The program included building an interface with the DVS, the Government ID Verification System to allow end users to activate their new prepaid service online.


As Program Manager/PMO Lead at Abu Dhabi Investment Authority, Ibrahim Managed multiple projects and programs ranging from 3 to 20+ months, with multi-million US Dollars budgets, and with various team sizes including internal and external vendor resources. He orchestrated difficult decisions to stop-loss ailing projects and revive troubled ones, crafted a project prioritisation framework (an abridged version of this framework was published with the title “Cost-Benefit paralysis” in PMI Magazine PM Network, v.28, issue 11, November 2014), energised Project Managers and their teams to produce superior results evidenced in improved scheduling and risk management activities leading to more projects completing on time, and revised IT-PMO guidelines and fine-tuned project management templates.


As Service Delivery Manager – IT Department at Abu Dhabi Investment Authority, Ibrahim established the framework and templates for Service Level Agreements (SLA) and Operational Level Agreements (OLA), he laid the groundwork for SLA cycle and seeded a continuous improvement process and improved service provision by establishing agreed SLA targets to manage business expectations. Ibrahim improved the visibility of service levels by establishing an SLA Reporting cycle and ensured continuous improvement by introducing yearly stretched goals of new SLAs.


As Project Manager – IT Department at Abu Dhabi Investment Authority, Ibrahim managed multiple projects, owned the relationship with the Fixed Income Department, and led the support team of their systems. In addition, he served as a key member on various task forces for technology and process reviews, such as leading a task force to assess and recommend a middleware technology. He embedded a technical team within the Fixed Income business to enhance support responsiveness, advised and influenced the establishing of the IT Programme Management Office (IT-PMO), revised the internal ‘Application Selection & Implementation Methodology’ to align it to the ITIL Service Management framework, and established Test Management Function and Testing guidelines, work practices and templates.


Other Team Members