Conduct FEL and Project Execution to assist the Corporate Staff (HR), Finance, and SAP Enterprise systems, as part of the Portfolio Management Organization.

ConocoPhillips is undergoing Organizational Resilience global initiative, including rebuilding-effort for its most critical Systems environments supporting Upstream, Downstream, Commercial and Corporate functions of the business. For the years 2009 through 2011, more than 210 main systems were scheduled, and funds were booked to deploy more than 12 millions dollars project efforts to ensure resilience capacity to scoped critical systems.Considering the high level of complexity involved in some of the E&P, Upstream-admin, Transportation, Refining, Marketing, Commercial, and Corporate production system environments, I was assigned to this initiative as a consultant, but also to take ownership of resilience solution designs for more than 36 critical integrated systems with the highest complexity.On a higher level, I was called to design the ConocoPhillips global Organizational Resilience Program and its associated course of actions (road map) to ensure successful implementation.

The ConocoPhillips Commercial organization, whose main objective is to provide supply and disposition service to the Exploration and Production and Refining and Marketing businesses, counts on an IT Infrastructure architecture that has been set up to support its Supply, Marketing, and Commodity trading daily activities, which total exposio round approximately $ 30 billion average per month. High availability of Commercial business applications is a key dependency of the Commercial business success. It includes more than 70 different critical application environments, more than 650 main interfaces enabling the applications integration, and a considerable amount of Databases, Operating Systems, hw-architectures, data-storage components, and networking/Tcom circuits, as part of the overall IT infrastructure. I was assigned to lead a 2.8 millions dollars project management effort, including more than 30 part and full-time engineers, specialists, and technical personnel, to elevate systems availability supporting the Commercial function of the corporation. I successfully deployed 100 % of the project FEL and Execution phases which have significantly contributed to elevate expected systems availability. This improvement has been recognized and expressed by several of the Commercial function board members: the PRESIDENT GLOBAL SUPPLY & OPTIMIZATION, the PRESIDENT, STRATEGY, INTEGRATION & SPEC BUS, and the MANAGER & IT BP COMMERCIAL among others.

The company Global Information Services (GIS) model contains two main branches supporting all IT services. The Business Partners (BP) branch, captures and interprets the business needs, and the IT Shared Services (ITSS) branch, utilizes IT engineering and innovation to enable solutions in order to meet captured business needs. The ITSS branch went through the implementation of an innovative transformation of its processes, towards maximizing the efficiency and effectiveness of its services, in alignment with the new operating model. The interpretation of the new operating model, and its translation into process adjustments, is what required prompt support. The proposed process adjustment road-map and the graphical illustrations of the main actors and its roles in the model facilitated the understanding and the alignment with the new model. Recognitions and encouraging feedbacks were received, verbally and written, from General Manager IT Shared Services; and Model Deployment – Communication Manager.

The GIS department was called to meet business needs and leave its ambiguous performance profiles that clouded decision making and project ownership. Lacking in growth projection data, budgets and estimates were ad hoc, while no staff possessed a business background in oil. Immediately embarked on formal information gathering and diagnostic meetings that pinpointed technical issues had reigned over real business needs—a problem needing rapid resolution.- Returned power and authority over GIS related issues and decisions by engaging with local business management and presenting the risks of erroneous technology decisions of the immediate upcoming future.- Eliminated ill-defined boundaries confusing personnel. Created clear, definitive courses of action and responsibilities.- Challenged staff to acquire a higher level of competencies to deal with tight deadlines, project commitments and complexity. Joined forces with Human Resources department to establish a formal education plan designed to elevate expertise and recognise achievements. Results indicated outstanding growth in team activities including budget, quality assurance/quality control, risk - Created unique infrastructure concept design to support oil production and a capital E&P offshore project that achieved the highest alignment and level of performance in the company recognized during an IT audit. Less complex and better aligned to business needs, the design incorporated the challenges of geography, unreliable local resources and services, global innovation support to meet local needs and the lessons learned during deployments of the past to determine equipment redundancy, flexibility, scalability, and liability.

Immediate priority upon commencement was to complete outstanding projects, and later, conduct intense scrutiny on operations to transition IT infrastructure in a way that would support business, improve operations and initiate innovative thought. Building a compelling and persuasive case to the President and Board Directors for making Information Management operate as a business unit was a vital part of the strategy.- Eliminated infrastructure project backlogs including network-wiring updates, fibre linking, web environment implementations, redundant equipment replacements and more. Instigated monitoring and progress evaluations to fast-track completion.- Steered drive towards innovation by encouraging team participation in technology events and new project scope definition that persuaded company management of the potential of partnering improvements with automation in hydraulic laboratories

Confronted upon promotion with a department in disarray. Lack of task ownership and poorknowledge transference caused inevitable project delays and disharmony. Immediate action wascritical to revamp processes and procedures surrounding software, applications, and systemmodelling and instilled a sense of pride and ownership within the team. Top performances insteering high profile projects prompted a promotion within 12 months.- Transformed an inflexible, slow, and largely redundant human resources and payroll systemstruggling to cope with rapidly growing staff numbers, into a contemporary system offeringautomation, speed, and functionality—still in use today. Personally conceived parametricallyconfigurable database served to slash payroll-processing times by 50% allowing 25%reduction in headcount.- Produced conceptual design of VHF/UHF communication system as a navigation aid for theOrinoco river channel that allowed radio communications for vessels sailing under shallowwaterrestrictions.- Awarded “Exemplary Worker” 1998–1999.

Award for exemplary performances over three consecutive years reflected leadership shown increating a software development culture that demanded continuous improvement, taskownership, customer focus, and education.By steering integration between technology and operations and logistics divisions, the IT functionwas seen as an integral part of the whole-of-business strategy leading to better relationships andcooperation, and with improved project management innovations, projects were streamlinedwithout significant business interruption.- Steered team through a series of system enrichment projects surrounding the company’sinformation portfolio. Conducted all system development, implementation and maintenance.- Appointed Information Technology Representative to contribute to research committeebrainstorming and agreements with the world’s most prominent laboratories and institutions.

Steered design and development projects, planned and produced scope definitions, estimatedcosts, scheduled workflows, and created deployment strategies.- Triumphed over a series of technical, cultural, proprietary ownership and logistical issuesnegatively impacting progress on a joint-venture muddy environment measure system inEurope. Brokered agreements for system configurations, and built compelling action plansthat united key stakeholders from Holland, Venezuela, and Belgium towards a common goal.- Personally conducted business analysis, designed QA/QC procedures, produced interfacedesign schematics, and produced data conversion and deployment plans.- Elevated engineers’ level of understanding and improved data origin by developing severaldataflow prototypes using DFD techniques as part of the evaluation of a Christmas treesystem for cutter dredges. Managed production data, data interfacing, and reporting.- Cut coding time by more than 50%, embedded prototype build features in systemdevelopment techniques, and analysts to compile a standard vocabulary.System

Project stakeholder and leader contributing to a diverse set of projects.- As an IT/IS junior technician I was able to quickly understand and perceive the localcompany business objectives; therefore, I was able to design and develop an easy and simpledaily Operation Summary-dashboard for the Management team.- Helped the Logistic Marine Department to design and develop a series of reports to supportand enhance their material supply scheduling, which lead us to win the company InternalTechnical Journal race.