• Kazakhstan Temir Zholy (KTZH) - Development and description of business processes of the current state of accounting to identify routine tasks for automation and robotization.
• Description of diagrams using Bizagi Modeler Software for three business processes and sub-processes:
• Accounting for fixed assets, intangible assets, and capital construction
• Accounting for expenses and settlements with suppliers
• Accounting for settlements with personnel (Accounting for payroll)

Electronic Archive Project

• Business Analysis for Initiation phase of Electronic Archive project. Creation of Technical Requirements, Technical Specifications, Technical Scope of Work for Electronic archive project. 
• Customer relationships, technical requirements for development, project schedule planning, project cost estimation. 
• Working with different streams on interface development, OCR recognition, scanning and bulk upload team, server configuration and administration team.
• Considering the Technical Specification from the customer, the Technical Requirements was formed, with a description of the functionality of the business processes of the electronic archive, the process of streaming scanning, recognition. 
• Creation of a schedule of work schedule, with calculations of the estimate of payment for work. Work on server configuration with system administrators, working with scan-to-stream team.

• Department of Information Technology
• Tasks on IT architecture based on TOGAF, COBIT for a company and assessment of the current state of business applications for Business Technology Services and ERG (Eurasian Group).
• Studying the implementation of the SAP system and business modules of the SAP system for a mining company. 
• Working meetings with Functional Architects and assessing and analyzing key and supporting functional areas. The data catalogs used in business applications (SAP, Oracle, 1C), the initial conceptual data layer was developed and described, then the physical data layer was described based on data transfer interfaces based on each business process, for example, Financial Management and Planning, Budgeting, Repair and Maintenance Management, Production Management, IT Management. Implementation within the framework of the SAP Modernization and Enhancement project of improvements in the modules of the FI-Finance Accounting, CO-Controlling, HCM-Human Capital Management, FM-Budget Management, MM-Materials management, PP-Production Planning system.
• A diagram of conceptual SAP business solutions, a holistic state of the architecture of SAP business solutions, indicating high-level systems (application classes) has been developed.
• The catalog of logical applications and the catalog of interfaces were developed for each business line. Diagram of interaction of logical applications for each business process and direction.

• Project initiation based on the business process description in ARIS detailed 1-3 level up-to level 4 transaction level, descriptions are made by business process architects.
• Kick-off project, mobilize team, Conduct GAP analysis and fit for purpose comparison on reference models described, initiate change in ARIS description for 11 business processes caused by FIT for purpose/GAP analysis.
• Describe plan and conduct pilot business process implementation with business architects and SME (subject matter experts), prepare and schedule end users training for pilot process. 
• Collect Lessons Learned from pilot process implementation. Prepare next steps for implementation of remaining 10 processes. 
• Closely correlate with Business Architects Functional Experts, Data Architects, IT Applications Architects, SAP implementation Project team, ARIS administrator.

• Project management with consists of Business Process development for Reliability, Mechanical Integrity and Plant annual maintenance and shutdown, implementation of 4 major IT systems (Data Classificatory system for master data management, IBM Maximo for Plant maintenance management system, Meridium APM system for Reliability, Mechanical Integrity and Inspection system, Equipment Monitoring system, Downtime reporting system).
• Computerized Maintenance Management System (IBM MAXIMO), Reliability Management and Inspection management system (Meridium APM), Equipment Monitoring System (Uniformance Asset Sentinel), and Equipment downtime system (Uniformance Asset Sentinel Downtime Reporting).
• IT Scope consist of procurement hardware and software licenses, installation of hardware in the server room with subcontract companies, configuring and settings of all project virtual servers. License setup and activation, license tracking. Coordinating all 
• related activities between customer and subcontract companies. A site survey for the formation of system business requirements and solutions, Evaluating all phases of systems deployment stages:
• Diagnosis, Analysis and Design,
• Prototype configuration and testing,
• deployment and setting up of productive system,
• Trial operation and support of productive operations.
• Integration with ERP, Integration with iJaNet, Integration with DCS\Smart Instruments\MES, integration test between existing systems in the plant and new systems.

• Architecture IT carried for Samruk-Energy (Electrical generation and Goal production Company) and Sub affiliates 18 companies for Business Applications (Licensed Applications, Customized Licensed Applications, Locally Developed Applications) and provide architecture results by deadline date.

• Assessment and Diagnosis Phase (Assessment of current state, Business Applications currently used in company)

• Development IT Architecture Concept (Conceptual Diagram of Business Processes and Business Mapping Applications)

• Design of final IT Architecture (Logical Model of Applications, Logical Model of Integration)

• Planning (Suggestions for automations of Business Process, List of Projects, Business Cases, Catalog of Functional Requirements)

• Realization (Implementation of Short-Listed projects business applications by priority with business cases)

• Use of Business Process Management different tools ARIS, MS Visio to build conceptual diagrams. Application Portfolio Catalogue for current used software used within company and subsidiaries and future Applications library classes and modules to be state in Application Portfolio catalogue.

• Use of Information Technology Architecture methodology framework by TOGAF in different phases of assessment:

• Preliminary phase

• Architecture Vision

• Business Architecture by business processes

• Information Systems Architectures - application architecture mapped for each business processes and data architecture followed data strategy

• Technology Architecture ? infrastructure server cloud architecture

• Opportunities and Solutions

• Migration Planning

• Implementation Governance

• Architecture Change Management

• Requirements Management phase

• Hands on work with ARIS and ArchiMate (business process modeling software), introduction and analysis of SAP functional modules (FI-Finance Accounting, CO-Controlling, HCM-Human Capital Management, FM-Budget Management, ??-Materials management, SD-Sales and Distribution, PP-Production Planning, IM PS ? Investment Management and Capital project management. Matching and Gap analysis of each Business Process functional level to SAP Functional modules. Regular meetings with SAP consultants and Ernst Young, KPMG, Deloitte, IBM consultants on ERP project initial and implementation phase planning.

• Hands on work on SAP Licensing metrics usage and calculation based on SAP ERP and 1C ERP software, Budget Planning based on licensing metrics and Org Design (number of roles by functional modules). Cross functional work with Data management office for number of master data for MDM module of SAP, Oracle, and 1C. Cross functional work with Infrastructure Architect for cloud server environment requirements for licensing and architecture. Calculation of SAP Licenses based on Business functional user roles and income of each sub affiliate company, with analyzing different level of licenses.

• Regular meetings with IT Data Architect, IT Technology Architect, Business Integrators Team, Business Departments, Internal PMO team, Change Management team, Samruk-Kazyna Transformation IT Team.

• Regular meetings with Transformation team in companies in Samruk Kazyna: Samruk-Energy, KazMunayGas, Electrical companies KEGOC, Energy Natural group, KazAtomProm, KAZPost and other national companies.

• Member of ISACA Astana Chapter founded with a team of IT Security, IT Audit Professionals, which was created in Kazakhstan

• Regular meetings with Kazakhstan customers KazMunayGas, Electrical companies KEGOC, Samruk-Energy, Energy Natural Resources Company, KazAtomProm, Public Sector: Ministry of Health, Ministry of Education, Ministry of Innovation and others.
• Solution sales scenarios based on MS SQL server, SQL Business Intelligence, Power BI with Office 365 cloud solution, MS SharePoint, passed
• Developing and discussing a customer business needs for Microsoft Business Intelligence, compete cases with other Business Intelligence vendors.
• Driving high impact, business solutions that engage the customer, drive product revenue, and leverage the Microsoft partner eco-system.
• Developing a healthy application platform/business analytics/ and platform modernization pipeline of qualified opportunities.
• Working with the Account Managers /Account Technology Strategist/Services during Account Planning to complete customer profiles relative to Application platform growth.
• Identify Application platform gaps within targeted accounts by performing Customer Planning assessments. Using these gap assessments, build an account plan that encompasses these gaps while employing internal, partner and services resources.
• Identifying the Application Platform compete gaps within targeted accounts and the ways in which Microsoft can dislodge the competition or augment the share of Microsoft technologies within accounts.
• Ensuring engagements with the appropriate internal resources (within the Account Technical Unit or Solution Technical Unit, to partners and Services team) at the appropriate phase of the Microsoft Solution Sales Professional, with measures in place to track the total cost-of-sale.
• Researching targeted accounts? in different market sector with total application platform spend and driving a strategy that gives Microsoft a significant percentage of sales.
• Creating and maintaining opportunity generation plans that contribute to Account Planning efforts within the Account technical unit.
• Closing sales deals by reinforcing the business value of solutions and acting as an interface between customers and partners/Services.
• Contributing to the recruitment, engagement and readiness of partners, who can help the Solution Sales Application Platform role scale capacity.
• Leveraging knowledge gained to propose/promote industry/vertical solutions. Educating Account Manager?s on how to identify potential productivity opportunities.

• Scope of work IT Services Delivery & Support supervisory role. Leads a significant team within the Venture ITSM Service Desk and provides the leadership, guidance and mentoring to the team. Performs and provides guidance and mentorship to other team members to enable them to perform the following activities.
• Perform communication activities for the other ITIL processes (e.g. Release notifications, change schedules, Service Level Management reports).
• Understands and ensures security and compliance regulations and procedures are followed by staff. Report to Management and customers (through Service Management) on Service Desk performance. Receive all calls and e-mails on incidents.
• Classification, prioritization of calls and incidents, Incident Escalation, search for work around. Update the customer and IT group on progress.
• Possesses a sound knowledge of IT and knowledge of several generic desktop software tools and, where applicable, deeper knowledge of more than one of the software applications used within own organization.
• Escalate and route unresolved call tickets as incidents to relevant support teams, and work together to restore normal IT service operations as quickly as possible. Follow standard procedures to update incident log, documenting necessary details in a central repository, progress checking, and ensuring that diagnostic information is provided for error resolution and incident analysis

• Applications portfolio management and Software contract management for basic and collaborative NCOC software?s analysis and license renewal for next years. Worked closely with Contracts & Procurement contract engineers and Finance department on software contracts management. Conduct Analysis of software used by Business departments and software no longer used, informing software manufacture?s about analysis results. Prepared and executed with contract engineer a tender process for basic and collaborative software?s for awarding local software supplier. Monthly meetings on business demand management feedback and analysis to purchase software or develop new software based on business analysis meetings. Focal point for assigned departments:
• Project coordination (Planning software, Scheduling and Risk management software)
• Technical Services (Geomatics, Surface, Subsurface, Information Management, Physical Records)
• Strategy Planning and Cost Control software?s
• Engineering Process and Technology software?s
• HSE applications (Environmental and other HSE software?s software)
• Legal applications
• Translation Services software?s

Worked closely with Technical Directorate Technical Services:

• Data and Information management software analysis? EP Catalogue relevant use in NCOC (Venture Information catalogue), meta-data creation and identification in Data types, document types, extraction transformation and load process for meta-data and attributes in EP Catalogue.
• Information management tools SharePoint for NCOC Intranet pages, InfoPath forms creations for department web forms and collaboration eRoom for documents sharing in external web site.
• Business applications- Oracle Primavera, Microsoft software?s, Workshare, economics Wood Mackenzie, cost estimations IHS Que$tor, Engineering software?s Aspen Tech with Flare Net, UniSim Design Suite, SDL Translation software, Paragraph Jurist software, 1C software for Finance and HR processes.
• Integrate with IM team on Information Handling procedure, NCSPA Venture Information Architecture analysis, NCSPSA Information Management Framework analysis, NCSPSA Information Management Strategy IM Principles.
• Venture Application Portfolio data analysis for NCOC applications, NCPOC applications, and AKCO applications. Categorization with Business Applications Projects & Shared Services manager different type of software used for internal NCOC business.
• Developing business demand management for key business areas and regular meetings with Business stakeholder directorates and departments business focal points. Planning and analysis of business demand for entire year with the business demand meetings. Defining critical applications and disaster recovery procedures for critical applications identified by business directorates.
• Project coordination (Primavera)
• Technical Services (Geomatics, Surface, Subsurface, Information Management, Physical Records)
• Strategy Planning
• Engineering Process and Technology
• HSE applications
• Legal applications
• Translation Services shared services applications.
• Software license management analysis on software to be developed by business requirements and analysis of software to be procured for next lifecycle period. Application managing for SW requests submission and workflow process, application packaging validation and requests to NCPOC Application Packaging team. Application License Server migration and configuration to new location in Astana, contacting the supplier of applications. Managed ICT Controls analysis for Data and Application Access Software Audit, Software Licenses analysis, External hosted Applications password compliance analysis.
• Software Catalog category analysis and software data upload in Top Desk system, used by internal ICT teams Operations, Network, Applications, ICT Service Desk in s Atyrau, Astana and Paris locations

• Together with BU Architect and PPMO supervisor review the Policy 24 content analysis based on global policy 564 formats in workflow diagrams and preparation for training and execution with local trained IT architects. Information Technology Policy 24 Governance Process and procedures: Project initiation, Domain Function concurrence, Project prioritization, Procurement review, Architecture Review, IT concurrence.
• Meeting facilitation on Lessons Learned Database analysis and conducted Lookbacks for major IT projects execution and project financial budget economical review: for GIL3 global project.
• Facilitated several IT monthly scorecard meetings, IT quarterly electronic communication template.
• Global Upstream IT Efficiency on-site visit planning and coordination Feb ? Mar 2011, Application portfolio catalog analysis meetings, Supplier Workshop meetings, Global Corporate Functions department?s interview meeting, scheduling Interview with business department managers.
• Attended the 2011 PMI (Project Management Institute) program 12 seminars conducted in Atyrau Training Center Auditorium from 15 March ? 07 June 2011 and received a certificate for a total of 35 contact hours confirmed by PMI R.E.P Registered Education Provider and signed by program coordinators.
• Interview and Hiring process: participate in interview and hiring process of IT planning and Project Management office.

• Project IT and IM Applications Support Analyst
• Future Growth Project as project?s IT/IM Team?s Application Support analysis and coordination.
• Designed and described Application and Infrastructure Architecture design diagram with major capital project systems analysis. Conducted analysis on locally used QDMS software technical support as not-standard software used in major capital project. Applied the applications architect knowledge for application design analysis review. Worked closely with all application support service providers ? vendors, EPCM, TCO, and Chevron ? to coordinate efforts, insure all support activities meet with IP requirements.
• Project Resources Company major capital projects applications relevance analysis and local support coordination:
• Coreworx and Documentum (document management system), eRoom (collaboration tool)
  
• Primavera (Project and portfolio management software)
• MS SharePoint
• (Information Management Tools, Used for collaboration and document sharing, with a template)
• Risk and Interface Management System (RIMS)
• Incident Investigation & Reporting (IIR) Operational Excellence Integration
• Completion and Commissioning Management System (design of project deliverables to meet targeted operational handover requirements)
• Hands on skills and knowledge with Document Management and Information management systems analysis expertise, IT project management coordination. Applications and Information management discipline skills to analyze and develop technical analysis and business requirements for IT systems and tools to be used in the project.

• IT Planning and Project Management Office Staff Analyst
• Interface with (Strategic planning, Consulting and Shared services, IT Infrastructure support, IT Application Support and IT Telecommunications) on Business Planning and Budget of Information Technology department. Conduct TCO IT Project Interdependency Meetings to improve change management and communication process in projects execution. Collect information on Stakeholders impact analysis by each IT projects running during the same period.
• IT PPMO representative in IT Project Managers' Community of Practice to present the latest updates to IT department.

• on Proposal management Process, Project Initiation, and Project Prioritization, Business Analysis process Management. Prioritization Enablement project Processes analysis with deployment of Project Portfolio Management (PPM) software for TCO IT Planning and PMO department.

• developed and described process for projects greater then 160h and capital funded projects to support IT Leadership decision making related to Portfolio Management. During Project initiation described Gap Analysis of current as-is state, to be state. SWOT Analysis of project in initiation stage to be continued in Phase 1. Stakeholder Analysis to identify key stakeholders having impact and influence on the project on early stage.

• TCO IT participates in vetting Global Standards and report adoption to Upstream Architecture.

• introduction role for IT department employee?s technical and professional skills assessment. Pathways and Horizon program Competency analysis assessment training and assessments of technical skills of employees using the Petro Skills Competency Analysis Tool. 
• Review and analysis of training materials prepared by Petro Skills industry and Chevron IT to be relevant to TCO IT staff with updates. Coordinated the training and primary competency map assessment of 120 IT employees using the uploaded into Petro Skills IT industry standards Competency maps. Worked closely with Chevron Eurasia Business Unit Learning and Development Specialist Anar Aitekenova on execution of Competency analysis assessment for TCO IT employees.

• Participate in the interview and hiring process of IT Planning and Project Management office Project management Consultants, Project managers, IT Technical Architects, and PMO Business Analysts

• TCO-CT Active Directory Domain Integration Project Controller
• IT Infrastructure focus project: SWOT analysis on Chevron Enterprise Domain Directory joining, Global Infrastructure Design team communication, project initiation analysis info collected and submitted with Global Information Link Tools team. Project team is working closely with IT Help Desk to align migration tasks and IT Help Desk Tools compatibility and configuration for new domain. Global Storage Server Asset, DNS team (on File Clusters migration strategy). Coordination of Phase 1 and Phase 2 analysis with Enterprise Messaging team (to align plan and strategy for Exchange user mailboxes migration). Joined CT integration project as Project Manager and Planning Project Controller, IT Groups Coordinator and Application Coordinator.
  

Project Management and Coordination

• Stakeholder Analysis and Stakeholder Relationship Diagram for TCO-CT project described and collected with meetings with stakeholders together with Project Manager Karim Virani. During the next project phases 2, 3, 4 refined and updated project Stakeholder Analysis. Created initial draft version of Communication plan together with Project Manager.
• Engaged in all Infrastructure, Applications, and Telecommunications project tasks in Project Plan with schedule and action Items. Developed Project Master Plan in Microsoft Project tool for the TCO - Chevron Integration project Phase 3 and 4 stages.
• Facilitation of Project weekly meetings with Chevron ITC teams covering different time zones from 07:15 am to 08:30 am and from 18:00 - 19:00 pm:
• Enterprise Domain Directory Team on analysis (On Active Directory universal, local, global groups migration to CT domain and management, On Active Directory configuration, ID Admin tool for User IS creation, modify and deactivation)
• Global Infrastructure Design team on technical analysis (Chevron Server Configurations, CT Global GPO Settings, NS servers support team)
• Global Information Link Tools team (to align GIL tools applications for account migration stage)
• Project team is working closely with IT Help Desk readiness analysis to align migration tasks and IT Help Desk Tools compatibility and configuration for new domain.
• Global Storage Server Asset, DNS team on analysis (on File Clusters migration strategy)
• Enterprise Messaging team (to align plan and strategy for Exchange user mailboxes migration)

Project Meeting Facilitation:

• Helped to develop template and Facilitated weekly Project status and Staff meetings. Helped to organize Project Workshop/Working Sessions. Conducted Project Communication and Change management meetings. Helped to conduct Project Risk Analysis Management and Project Assurance / Peer Review Meetings. Conducted Gap Analysis sessions to identify technical gap with Infrastructure servers/systems testing and Applications servers and client install testing results.
• Coordinated and organized Peer Assist for Project Phase 3. Coordinated all activities and help to collect info for snaking session for Decision Executive. Re-calculated project savings in case of Project Scope changes. Facilitated a final DRB checkpoint meeting.
• Project Web site: Provided review and input to project web site. Deployment web site content reviewed and provided for web editors.

Project Financials

• Managed and controlled TCO-CT Integration Project budget; specifically track Actual to Date expenditure, reconcile the General Ledger report from ERP JDE Financial system on a monthly basis, forecast Estimate to Complete and monitor/ report on variances to budget. Developed TCO-CT Project Financial documents in their various forms including:
• Project Cost Estimate Phase 1 - 5,
• Project Forecast and Accruals (2008, 2009 years),
• 2008 Year End Accruals, Project Actual Reporting from E1 system (2007, 2008, 2009),
• eProcurement Ariba invoice tracking and approval

• IT representative in the Kazakh Language Committee. Participated in the Committee to develop Kazakh language process to be applied as requirement to all TCO documentation analysis on: internal documents, posters, incoming and outgoing correspondence in three languages. Helped IT webmasters to configure TCO Daily News to accept publishing TCO News in three languages Kazakh, Russian and English.
• Coordinated the IT requirements design and web page layout ?look and feel? on the Kazakh Language web site. Worked with Kazakh Language Committee on web site creation and content to be placed on the web site. Tested the TCO Network Kazakh Language on-line Programs. Participated in Kazakh language State preparation to TCO management for memorandum and endorsement.