Areas Of Expertise
- Schedule Creation
- Reporting and Management
- Restructure failing PMO’s
- Develop and Implement governance & process controls
- P3O®Practitionior, PMP®, PMI-SP®, Microsoft Professional®, ITIL®, SAFE, Scrum®, Jira®
- Microsoft Specialist – Managing Projects with Microsoft Projects
- Microsoft Specialist – Microsoft Specialist: Managing Project and Portfolios with Project Server (MCPS)
- Primavera P6 EPPM and PPM – Oracle
About Sosha Jabbary
Sosha is a focused and skilled PMO Lead, joining Seven Consulting’s Sydney Practice in January 2014. He has extensive experience of developing and managing Master Schedules as well as leading and operating Program/Project Management Offices for transformation programs across various industries.
Sosha has developed his expertise in developing and applying the appropriate level of governance structures and frameworks, aligned with organisational strategies, that support informed decision making at the enterprise level and achieving time, quality and budget program objectives.
What Sosha brings
- Strong Leadership Skills and a structured approach to establish collaborative & efficient cross-functional teams.
- Advanced Scheduling skills.
- Proven ability of leading, managing, and streamlining processes.
- Demonstrated track record of restructuring failing PMO’s through the introduction of strong governance and business processes.
- Demonstrated experience in developing visual dashboard for executive reporting.
- NSW Electoral Commission
- University of Sydney
- ABC News
- Sasol – South Africa
- MTN-Iran Cell
- Tejarat Bank
AS PMO Lead at NSWEC, Sosha was responsible for establishing and maintaining governance structure to accommodate transition of programs and project into delivery and operation phase. The scope of this assignment was to develop ad reporting framework and massive number of executive dashboards to streamline election live data both in delivery and operation phases. Sosha was also responsible to liaise with PM to EPMO to uplift process on Project Hub.
As PMO Lead at ASX, Sosha managed the PMO processes for the Chess Replacement Program to ensure the program could progress sustainably over longer period. The scope of this assignment was to review, uplift and modify current plans, processes and procedures of PMO to be aligned with the replanning exercise. The program time and budget massively extended and required to ensure the program teams could work sustainability for successful delivery.
As PMO Lead at University of Sydney, Sosha managed a PMO team to support the programme and project managers. The scope of this assignment was to establish, manage and maintain the project schedule, process, procedures and registry for all disciplines of project management. Sosha used the P3O standard to establish and manage the PMO to ensure correct level of governance and reporting were in place. He was also responsible to uplift the project management maturity of the project team by providing consultation, training and coaching. The PMO was accountable for AU$30M program budget.
As PMO Lead at Lendlease, Sosha ran and managed the planning phase of an Integrated HR Solution. He was responsible for establishing planning groups, facilitate planning workshop to utilise best practice planning process and procedures and deliver a robust program schedule and resource plan. This plan was used as a basis of budget planning and other approvals.
As PMO Lead at the Australian Broadcasting Corporation (ABC) – IMS Program, Sosha was responsible for managing the PMO to support and provide visibility for PM, Leadership Team and Steering Committee. In addition to establishing & managing the Master Schedule, Sosha operated the appropriate governance and reporting framework to provide transparency and further clarity of program health evaluation. He is also effectively practicing policies enabling best practices quality assurance standards and measures across the Program. The PMO had accountability for AU$70M program budget.
As Master Scheduler at NAB, Sosha was responsible for the Wealth Project Portfolio, consisting of 3 major programs including 20 projects. Sosha was charged with heading and leading scheduling activities of PMO including process improvements, Maintaining Master schedules, implementing CIP measures, and managing all forecasting and reporting. He successfully expanded project scheduling and PMO processes to allow teams to focus on specific areas to deliver the product and achieve corporate KPI goals.
As Master Scheduler at MLC, Sosha performed a recovery of a failing schedule management plan for the ePMO. This involved developing schedule health criteria and governance protocols, designing and imbedding schedule development and maintenance processes, defining delivery reporting standards. Later, the result imported into projects@NAB minimum standards.
As Master Scheduler at MLC, Sosha created the capability uplift and training plan to coaching and lead project analysts to establish and enhance their scheduling skills. He conducted training needs analysis and successfully implemented the MSP management training program. Up skilled over 50 staff in a period of three months on schedule management disciplines. The program was designed to ensure advance utilisation of tools and techniques of scheduling to enable project teams to meet business needs.
As PMO Specialist at SRES-Australia, Sosha led critical PMO Reporting, Document Management and Communications. He also had principal responsibility for Program planning and progress reporting. Sosha established comprehensive program reporting for the initiative which significantly enhanced transparency across the executive stakeholder group. This included creating, tracking and updating the 3WLA plans down to daily plan; applying “Visualisation” techniques to show daily progress by colour pins; developing “Incentive Plan” to encourage suppliers; preparing reports using VBA and MS-Office.
As PMO Consultant at Sasol, Sosha was a head of a full-service enterprise PMO. He established and operated the PMO for successfully delivery of 5 IT transformation programs, +$250M, including more than 25 international vendors and +500 people, impacting +4000 end users. The programs were virtual servers upgrade, Citrix implementation, establishment of new Data Centre, zero clients, and intelligence warehouse The PMO established and managed core controls for all project managers/ workstream leads including a detailed integrated schedule, financial management, risk and issue management, change control, resource management, preparation of weekly reporting and steering committee packs.
As PMO Consultant at Sasol, Sosha established the Program Management Office (PMO) to support a $40m+ multi-vendor outsourced IFS ERP Implementation and upgrade program and training of +2000 end users. IFS ERP and CRM including HR, Finance, Project Management, Manufacturing, Procurement, Outbound, Inbound and Sales modules. The PMO was established from scratch to align multi-level governance with schedule and financial management, scope and variation control, risk and issue management and full administrative support to delivery teams. New system received widespread acceptance and positive feedback.
As PMO Consultant at MTN-Iran Cell, Sosha was responsible to reengineer PMO processes to adopt ITIL V3. This was successfully achieved by restructuring the entire PMO, establishing high-performance teams, and increasing governance visibility. This project resulted in a decrease of target customer calls by 20 percent, a decreased average response time of 170 minutes, and increased transparency of tracking of all supplier contracts based on SLA (Service Level Agreement) in ITIL V3. This project involved revising and developing required procedures, work instructions, forms and document templates to ensure efficient service portfolio management.
As PMO Consultant at Tejarat Bank, Sosha established a PMO for the Tejarat Bank Content Management System (CMS) Program with a focus on resource management, financial performance and change control. Sosha was responsible for implementing the new governance forum, enabling both delivery oversight and effective decision making and developed reporting requirements and commenced implementation of management reporting.