ITIL Expert

Service Management Consultant

March 2018 - Present

1- Service Manager for Zain Iraq Project
2- NOC Manager for Zain Iraq Project
3- Managing Site KPIs and SLA 
4- Implement ITIL Processes in the site
5- Identify the Gaps and highlight the Risks and set recommendation as well
6- Due Diligence for Service Desk for WE operator in Egypt
7- Qos for ISO 9001 



SOC Manager
August 2015 - Feb 2018
1- Accountable for the ITNOC team (24/7) responsible for Customer Care Trouble Tickets
(Subscriber Related)and Service Desk Related Tickets
2- Accountable for the End User Support Team who is supporting ooredoo internal staff
for more than 200 Users
3- Accountable for the Sys Admin team (windows team) for all Microsoft supported products.
4- Accountable for the NW NSS FO Team (24/7) who are handling the Monitoring of CS/PSCore/IP/
DWDM
5- Accountable for the NW BSS RAN FO team (24/7) who are handling TE&NTE monitoring
6- Reporting directly to the ITOD/NWOD/PD
7- Presenting the SOC Weekly Performance Report to the SA&CTO
8- Submitting the Weekly Outage Reports which occurred on weekly basis for both IT&CT to
Ooredoo Service Assurance Team
9- Weekly Meetings with the ICT FO Team to follow up on the issue tracker and make sure we are
on track in terms of progress
1- Single Point of contact for any major/critical incident occurred in the site for both IT&CT
2- Prioritizing the incidents according to the impact analysis and urgency
3- Make sure regular updates for the running incidents is reported on time to the CXO level for both
ooredoo & Huawei
4- Gathering all resolver teams in the WAR Room for troubleshooting and restore the impacted
services asap with in SLA
5- Make Sure Post Restoration all impacted subscribers if any are being waived for any loss after
customer approval
6- Make sure all monitoring mechanisms are implemented for any issue occurred and was not
captured by NOC , to help in fast detection and restoration
7- Verify all delivered RCAs and includes (Lesson Learned/Improvement/Porper root cause) for all
major and critical incidents and submit it to ooredoo SA team
8- SLA Daily Follow up on all Opened Assigned Tickets to avoid any breach
9- Make sure FO team are following all the required notification for P1/P2 tickets
10- Make sure FO team are handling the CS&SD Tickets on time and within the SLA
SOC Manager ICT FMO ooredoo Project
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August 2015 - Present
Change Management:
1- Make sure all changes are submitted before the change execution with all required information
2- Impacted changes are presented in CAB to grant approval prior to execution
3- Make Sure all Test Cases/Roll Back Plan/ Operation Allignment are ready before change
execution
4- Lead the CAB Meeting which occurred twice a week
5- Sharing the CAB minutes post CAB Meeting to all stake holders including ooredoo CTO.
6- Make sure BO has done the PIR “Post implementation Review” to avoid outages due to changes
7- Required communication for Sales and Call center for any impacted services to avoid escalation
of wrong CS Tickets..
sources due to project loss which is impacting the operation.
9- Project first priority is cost savings and add-on sales prior to customer satisfaction which is
challenging.
10- Adhoc requests from customer which is affecting existing running operation
SOC Manager ICT FOM Project
August 2015 - Present
Achievements:
1- Improved the CS OLA for NOC teams from 60% up to 97%
2- Required SOPs has been created for all the ICT Domain since it was not their from the transition
3- Improved the SD Response Time to be 99 %
4- Travelled to India for 3 month and Successfully done the GNOC transformation to for FO instead
of Local to be offshore with 0% service impact
5- Release Local FO after the GNOC transformation with 0% service impact
6- Cost saving of around 135,000 USD Monthly after the release of Local FO
7- Reached Zero outage for IT domain after several outages on weekly basis
8- Head Count release for 7 local IT FO engineers after transformation to Business outsourcing.
9- 0% Outages occurrence due to implemented changes
10 - Increase the ICT Met% for all SD related tickets to be 100 %
Received an appreciation from COO&CEO after RAN swap project from Ericson to Huawei with
minimal impact on KPIs which NOC took the role of Monitoring End to End pre and post site swap.
Challenges:
1- All the FO staff was ooredoo transferred staff with one year contract only which was challenging
since operation could be impacted due to resource efficiency because they know they will be
released
2- Convincing the Key memebers of the ICT FO team to travel to india and transfer the knowledge
to the India GNOC team which they will replace them.
3- Immediate release for Local FO after day one of running the operation in india
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4- Customer behaviour is very bad and tough from day one of operation since they were handling
Huawei scope before HQ decision to give the operation to Huawei.
5- New FO staff are handling the operation instead of transferred employees which is a gap of 15
years of knowing the environment.
6- ITIL standards is not being followed by the customer and a lot of depating on tickets priorities
from customer side.
7- Improper Implementation of CRs which causing huge business impact post implementation.
8- Continuous release of re
Service Desk Team Leader
August 2014 - August 2015 (1 year 1 month)
From 1st August 2014 to 30th July 2015 – Huawei – South Africa - Telkom South Africa – Service
Desk Team Leader – reporting to IT Operation Director
Responsibilities: Service quality monitoring and performance analysis, KPIs trend analysis and
dashboards preparation, customized processes and procedures design and implementation,
Trouble ticket analysis and supervision.
Achievements: Design and implementation of dashboards and reports for KPIs, SOP, IPACCMAN
and I2K, massive improvement of team capabilities using ad hoc tools such as: Todd (SQL), file
Zilla, Xshell, etc., and trough I-Learning (ITIL communication module), definition of processes/
procedures/matrix of responsibilities for: escalation, trouble ticket management, KPIs, etc.
NOC Subject Matter Expert
May 2013 - August 2014 (1 year 4 months)
From 29th May 2014 to 26th June 2014 – Huawei – KSA - Zain KSA – NOC SME reporting to Head
of Project
Responsibilities: Support the local NOC team to setup reports and SOP preparation for reference.
Achievements: Successful NOC setup (reports, dashboards and related procedures) and SOP
preparation according the schedule.
From 2nd May 2013 to 27th June 2013 – Huawei – KSA - Zain KSA – NOC SME – reporting to
Head of Project
Responsibilities: NOC setup including the HW setup (proactive analysis of CPU, Memory, file
systems usage, etc), IT server proactive analysis via EMC SMARTS (incidents, performance, etc.),
System scripts definition and monitoring (Databases, running process, IVR Count), NOC System
administration.
Achievements: Successful NOC setup, definition of processes and procedure for the NOC team,
Management of 3rd for monitoring processes and procedures modification, Incident management
enhancement with massive reduction of outages and tickets, SOP preparation according the
schedule.
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NOC/Service Desk/EUS Subject Matter Expert
January 2013 - May 2013 (5 months)
From 11th January 2013 to 9th April 2013 – Huawei – Bahrain - VIVA Telkom Bahrain – NOC SME/
Team leader – reporting to Head of Project
Responsibilities: Transition setup for IT Service desk, IT NOC and End user support, preparation
of customized processes and procedures for IT service desk, IT NOC and End user support, Risk
and gap analysis for full transition setup phase, preparation of enhancement plan for full transition
period, proactive monitoring of all IT system in operation including Siebel application, AIA, OSM
and ASAP. Monitoring of: Retail Billing through the Putty for Billing Servers, datacentres, Shops
& Head quarter through the Entuity Monitoring Tool. Proactive Monitoring of Kiosk Machines
Through the APM Monitoring Tool.
Achievements: Successful setup of the transition and operation phases of the project according
the project schedule. Creation of all related customized processes, procedures and checklist for IT
operation and related project documentation. Received a certificate of recognition of outstanding
performance during VIVA ITO Transition phase.
ITSM Roles & Responsibilities :
1- Incident Management Process Creation with the work Flow
2- Problem Management Process Creation with the workflow
3- Change Management Process Creation with the work flow
4- Extract Reports on weekly basis to perform audit on the SLA Compliance
5- Daily Updates on SLA among all domains to make sure no TT Breaches
6- Mapping all Alarms to the priority classification to make sure correct TTs are created with the
correct Priority
7- Re-establishment of the service Catalogue
8- Make sure all changes are scheduled during the outage window and proper impact and risk
analysis is in place
9- SOPs for all Service Desk Operations are in place
Service Desk Engineer
November 2011 - January 2013 (1 year 3 months)
From 1st November 2012 to 11th January 2013 – Huawei GDC – Egypt -Service Desk Engineer –
reporting to Service Desk Team leader
Responsibilities: Trouble ticket analysis and management according to ITIL standard, 1st level of
support for TABS and VAS applications, design of overall operation process based on ITIL for all
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ITO departments to meet GSD model, SME for Zain KSA, team member for ITO GDC design for
Airtel Ghana, Nigeria, EMTS Nigeria and Zain KSA.
Achievements: Successful management of technical issues using Remedy ticketing tool, become
SME for transition project, proactive contribution to the enhanced the overall performances of
the GSD department. Received certificates of recognition of outstanding performance from: IBM
management over the service statistics, Airtel Ghana Teleco for dedication and hard work on
service desk and for the contribution given on the overall design of operational processed based
on ITIL.
Service Desk Engineer
February 2011 - November 2011 (10 months)
From 1st February 2011 to 31st October 2011 – Huawei GDC – Egypt – Service Desk Engineer –
reporting to Service Desk Team Leader
Responsibilities: contribute to the implementation of remedy ticketing tool based on ITIL standard,
working as 1st level of support to fix issues related to TABS and VAS applications, assigned on call
contact based on customer request for emergency and critical issues.
Achievements: successful and fast know-how acquisition regarding Remedy tool, service desk
improvement achieving the customer expectations, excellent improvement of the customer relation,
successful contribution to the definition of processes related to: incident management, service
request management, capacity management, change management and availability and service
continuity management.
Education
Arab Academy for Science, Technology and Maritime Transport
Bachelor's degree, Computer Engineering, 2005 - 2009
Rowad
2002 - 2004
Honors and Awards
Huawei Outstanding Performance Honor
Ooredoo Appreciation Award