3PTA, Gerhard Tekes ME exists to help organizations gathering excellence and to enhance their results applying proven best practices for organizational project, program and portfolio management and strategic planning. The company created expertise, internal and by associations with recognized SMEs, in several industries, supporting program, project and process management in Construction (Pipeline, Railway, Industrial Plants), Oil and Gás, Energy Generation and Distribution, IT, Health Care, Basic Sanitation, Governmental Sector, NGOs, Maintenance and Petrochemical.

Responsável pela adequação da 3PTA às futuras demandas da LGPD e encarregado da privacidade de dados da 3PTA como controladora e operadora

Lecturing in MBA, Post Doctorate and Certification classes on OPM, Portfolio, Program, Project and Process management and methodologies and correlated subjects, especially risk and complexity management, implementation of PMOs, procurement and contract management in the public and private organizations, quality management, lean and agile methods, benefit management and quantitative, qualitative and adaptive Program and Project estimating techniques.

Cursos de extensão e especialização em Gerenciamento de Projetos no ISP, nos cursos do PRONIMP e na Escola Politécnica

Volunteer in several projects, PMBOK 3rd Edition german Translation Review, OPM3 2nd Edition Architecture group, Marketing Group and Research Group.OPM3 ProductSuite Focus GroupOPM3-PS Advisory BoardPDPM Post Disaster Project Management Volunteer at PMI-Educational Foundation.PMOLIG coordinator for Brazil at PMOSIGVP Social Responsibility at PMI-Bahia ChapterGlobal Diversity CoP Service Delivery LeadOrganizational Project Management (OPM) COP Service Delivery Co-Lead and PresenterPMBOK Guide 5th Edition invited Reviewer (SME - Subject Matter Expert)OPM3 3rd Edition invited Reviewer (SME - Subject Matter Expert)PMI Educational Foundation LiaisonSME and Reviewer for EMEA Global Congress 2013 SubmissionsSME and Reviewer for Global Congress 2013 SubmissionsSME and Reviewer for PMO of the Year Award 2013 SubmissionsPresenter at the 2013 PMI North America Global CongressInvited host for PMI's first UNConference session at the PMI North America Global Congress 2013Knowledge Delivery Lead at the OPM Community of Practice 2012-03/2015Invited knowledge creator and SME for PMO related themes at Projectmanagement.com and PMIPMBOK 6th Edt ReviewerThe Standard for Organizational Project Management Review TeamProject, Program and Portfolio Risk Management Standard (2019) SME reviewerStandard for Project Estimations 2nd Edt. update core team

Member of the core team for the update to 2nd Edition of the PMI-Project Estimation Standard

I supported e R$2Million Mining Equipment (Orion CUBEX) Maintenance project. The project was critical for the productivity of the company and represented great challenges in terms of organizational change and procurement management.Productivity: This vertical drill equipment is imperative for the productivity of the underground mining production. As 2 out of 4 equipolentes were damaged, our project increased production caqpacity by 50%Organizational Change: The company has excellent procurement processes for their operational demands, supported by the Amadeus Software. But those processes and procedures did not attend time critical project demands.Procurement: Several parts were imported by the Supplier. The Main supplier normally served as well as service provider for maintenance. Beside 100% support by high level executives of this company, we experienced initial delays by mid management from this supplier and several parts got stuck at Brazilian customs, what caused a delay of 14 days.

Program consolidating 50 high impact projects for the development of municipal basic sanitation plans in 50 small cities (up to 50,000 inhabitants) in the interior of Bahia, product of the technical cooperation term (TC0012 / 2013) between FUNASA and CREA-BA.Scope:Conduct initial meetings in all 50 municipalities and then a sequence of 4-day workshops, started with a 1-day training course for the preparation of the products that form the Municipal Basic Sanitation Plan.-1) Social Mobilization Plan: how to run the other events, who to involve-2) Sectoral meetings: (3-4 per municipality) ensuring social participation and capturing demands and information in the sectors for diagnosis.-3) Diagnosis: An analysis with a planning horizon for 20 years of the 4 dimensions of basic sanitation, drinking water, sewage, solid waste and rainwater drainage, in each u of the municipalities.-4) Prognostic and Strategic Planning: Establish urgent (up to 4 years), short-term (5-9 years), medium-term (10-5 years) and long-term (up to 20 years) goals for each of the 4 dimensions in each of the municipalities and develop tangible and measurable goals for each of the objectives, in line with the indicators registered in the SNIS.-5) Programs, Projects and Actions: Define for each of the Goals how to reach them with actions and projects, possibly part of programs,-6) Execution Plan: Analyze Feasibility, Costs and sources of payment for the Programs, Projects and Actions above and prepare a Roadmap.-7) 3-4 sectoral meetings in each municipality, presenting the PEx, PPA, PPE to the communities-8) Elaborate Information System incl. Hotsite for each city hall and integration with the Ministry of Cities (SNIS / SINISA)-9) Training of city halls in the indicators and use of the SI-10) Draft law-11) Monitor Public Audience

Officer at PMI Organizational Project Mananegement (OPM) Community of Practice (COP), leading the team responsible for knowledge experience delivery, including Webinars with over 5.000 registers and correlated services, promoting aggressively events in non-English language. Serving as well as OPM COP Liaison with PMIEF and OPM3PS Advisory Board.We generated a growth from 2,000 associates to over 30,000 associates in 2 years.

Responsible for the community Outreach of PMI's Diversity Community of Practice, supporting a growth of 84% in one month

I was hired as a Consultant by Camargo Corrêa for the 3BI++ Project of the Railway duplication for Vale do Rio Doce (Expansão da Estrada de Ferro Carajás). The initial goal was to improve integration between the 3 Expansions, identifying synergies, balancing efforts and improving local Primaveira and Excel based planning. Biggest Challenge was the different definition of my scope and the different level of Project Management Competency by the 3 main sponsors, the local Engineering, Quality, Environment and Planning Manager, The Project Manager and the head of the Cooperative Engineering and Planning Department. During my contract, initial inertia were overcome, turnover increased within 3 month from 3Mi to 18Mi and significant cost reductions were achieved. Communication with the client at C level and at Executive level became improved, expectations adjusted and contractual reporting tools became formalized in a standardized procedure. Report efforts were reduced. Several mid and long term restructuring opportunities were presented to the Project Manager, Mr. Orlando Cucolo. Several ANSI EIA 748 A (EVM) based process improvement opportunities as well as Project Automation process suggestions were presented to Mr. Cristiano Cortez, head of the cooperative Engineering and Planning department.

Implementing an integrated IT Solution and processes at the Hospital Português in Salvador as a project turnaround manager, integrating the ERH SMART from MedicWare with TRAK from Australian Intersystem, integrating over 2.000 client sided key stakeholders and the functionalities of former 10+ different systems within 3 highly diverging cultures at the client side and at the suppliers MedicWare and Intersystem.

Optimizing the monthly maintenance process and reviewing PM Methodology.Using Jobshadowing, I was able to reduce the monthly maintenance stop in the first month from 24-36hrs to 22hrs.

Professor for Latu Senso MBA class in Project Management

Project Management Consultant during the project: "Aprofundamento da lavra subterrânea da Mina Caraíba"; Supporting the Implementation of formal Project Risk Management;Supporting the transformation of the Underground Mine Maintenance structure into a PMO.

Realização de um diagnostico dos processos de Gestão nos domínios de Gestão de Projetos e Portfolio nas dimensões de Definição, Medição, Controle e Melhoria continua baseado no OPM3 ProductSuite nas plantas da Braskem no RS, BA e AL.

Realizing an OPM3 Assessments for the Executive Vice-presidency of Downstream, Executive Vice-presidency of Upstream, Executive Vice-Presidency of Services and Technology and Executive Vice-Presidency for Strategical Planning merging those 4 reports to an organizational profile, identifying opportunities in each Executive Vice-Presidency and opportunities by increased alignment between the areas. There will be as well a review of their FEL based Project Management Methodology, suggestions for improvements and assistance to implement this gateway driven methodology, used with expressive results since 2004 in the Colombian mother-company, in their acquired international businesses in USA, Peru, Panama, Bolivia and Brazil.Team members are: Carlos Ewald as Contract Manager for WBS Empreendimentos with Eduardo Veigas (Kolbach) as PM Analyst, Gerhard Tekes as OPM3 Certified Professional and Anderson Santos as PM Analyst assisting at the assessment.

Representing the PMI Project Management Office (PMO) Special Interest Group (SIG) in the Brazilian North/Northeast at conferences and congresses and supporting related local chapter activities as SME.Leading a team of regional volunteers.

Responsible for Social and Transparency related engagements of the Bahia - Brazil Chapter of PMI. Those activities included: several 24hrs Project Management Classes for volunteers of NGOs and other None Profit organization. In 2010 I açso signed responsible for the Volunteer Engagement and Leadership Development. We increased the number of engaged volunteers from under 10 to over 40 volunteers within 2010. Closed out my participation, delivering a volunteer as substitute and several applicable products.

Training and Consulting on Project Management, PMP-Prep & OPM3(PMP, Training, Consulting, OPM3) at the UP Petrobras and other Business Units:Supported certification of +- 250 Petrobras co-workers as PMP-Certified, Managed the Fase 1 of the "Automção de Projetos (Software inteligente de Engenharia) at US-ESImplementation and Support for the EP-SERV/US/CONT PMOSeveraltraining classes about Project Management and MS-Project at Engneiaria and TICPrcosess management modell review for TIC-BA

Projects Scope is implementing of Engineering Design Project Automation starting in FEL1 and including 3D updates during whole product Lifecicle, as well as integration of Project Management, Ambiental and economical documentation for the Petrobras Espirito Santos Unit, and E&P unit with four Production areas, 2 maritim, 1 Terra, 1 Gas. The Project is devided in 2 fases of 4 and 32 month. Fase 1.1: DiagnosticFase 1.2: Develope Integrated Management Model down to Sub-Process levelFase 1.3: Create Project Plan and estimations for implementing the modelFase 2: Managing the Process Model implementation

Several consultancy contracts in Project Management, Project Management Courses and Works Planning and Control Courses with MS-Project.

I lecture Project Management related chairs for the MBA classes of UNIT - Univeristy Tiradentes

Implementação de um PMO no projeto de Pesquisa PROA - Transformação da Policia Militar da Bahia em Organização AprendenteProject Management, PMO

Replanejamento do Projeto Nordestão II (Gasoduto Catú Pilar)(Project Management, Scheduling, Planning, Gas Pipeline, Oil & Gas)Elaboração de um Cronograma Master, constituído por 5 cronogramas de 2500-3000 tarefas e um pool de recursos compartilhado em MS-Project 2003 em 11 dias depois de uma fase inicial de estudos e capacitação da equipe. Definição de processos de monitoramento, controle e atualização do cronograma apoiado por 5 Engenheiros de Planejamento e 10 técnicos de Planejamento, cada engenheiro liderando 2 técnicos no planejamento de um dos Spreads.O cronograma foi aceito na primeira apresentação junto a IENE - Implementação de Empreendimentos no Nordeste da Petrobras.

MBA executivo de Gerenciamento de Projetos

Implementação de CMMI/SW-2, Departamento de Qualidade e PMO(PMO, CCMI, Quality)

Project Manager and COQ. Company is market leader for School and University Administration Solutions (A4 and A4-Net). The CMMI-Bahia project started within this company, trying to lead a group of initialy 11 local companies organized within the ASESPRO to the CMMI-2 SW certification in partnership with Lifeware, the UNIFACS University and COPPE from the UFRJ (Dr.a Ana Regina Rocha).I Introduced X-Programming and Agile Project Management, promoting the platform migration from DOS to Windows and Web2 for their Educational Organizarions Administrative software, driving the ISO 9000 recertification and CMMI2-SW certification. The company left on my advice the CMMI project and opted for the MPS-BR certifiaction.

Instrutor em treinamentos de MS-Project, MS-Visio, Java, Delphi e MOCs da MS para Windows 2000

Developing Software in FORTRAN and C for the CAD system PROREN 1. I developed a recursive function calls algorithm, functionality not available in Fortran4 and Fortran7 using the floating cache, developed to accelerate geometry manipulation. The calls were used for nested catch functions for measurements.I developed part of the IGES Interface, used to transfer CAD 2D and 3D data between distinct CAD/CAM software.

Process analysis;Analysis of the feasibility of implementing information technology in companies;Software development and database modeling in Basic, COBOL, PL1, Pascal, Assembler and Fortran;Development of solutions for hotels (Hotel-Pack);Medical billing system (Med-Pack);Budgeting of chains and screws, among others.The company ended its activities with my migration to Brazil.