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About Zaahid Narkedien

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Zaahid Narkedien is currently living in Johanneburg, South Africa,.
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Location

Johanneburg, South Africa

My Interests

Project Management opportunities where I can get exposure to the PMO with the intent to getting programme management knowledge.

Join Date

zaahid narkedien has joined on May 20, 2009

Resume

Curriculum Vitae
Zaahid Narkedien
01 May 2009

Personal Details

|Name |Zaahid Narkedien |
|Sex |Male |
|Nationality |South African |
|Languages |English, Afrikaans |
|Marital Status |Married |
|ID Number |6708035166083 |
|Age |41 |
|Email Address |zaahid.n@gmail.com |
|Cell Number |+27 82 466 0046 |

Personal Profile


|Summary |
|His 18 years experience in the Business and IT environments |
|provides him with an in-depth understanding and appreciation of |
|aligning these environments. He has very strong Project Management|
|and Business Analysis experience from both a Business and IT |
|perspective. He as an excellent knowledge of the retail banking |
|industry and associated industries as this is where most of his |
|experience derives from. He has excellent organizational and |
|leadership skills. |

|Key Skills |
|Methodologies |PMBOK, RUP, SDLC, Traditional |
| |Waterfall model, JAD |
|Years of Experience |15+ |
|Project Operations: |Project Planning, Costing, |
| |Resourcing, Change & Risk management.|
| |Team leading, Development Management.|
| |HR management, Integration |
| |management, Time management, Quality |
| |management and Procurement |
| |management. |

Experience

| |
|Company : The IQ Business Group |
|Position : Manager |
|Period : Sept 2006 - Present |
| |Project Experience: |
| |National Debt Mediation Agency (NDMA) |
| |Role: Lead Business Analyst |
| |With the introduction of the National Credit |
| |Act (NCA), the NDMA was formed to facilitate |
| |the negotiation, mediation and agreement of |
| |an acceptable arrangement between an indebted|
| |person and the credit providers. |
| |Responsibilities: |
| |Lead a team of Business and Process analysts |
| |to document the business and systems |
| |requirements. |
| |South African Post Office |
| |Role: Project Manager |
| |This project entailed replacing the OS2 based|
| |PostLink Point of sale software with a |
| |Windows based WRE POS from the Esher Group. |
| |Responsibilities: |
| |Lead a team of Business and Process analysts |
| |to document business and system requirement |
| |relating to each iteration of the development|
| |cycle. |
| |Lead a team of software testers responsible |
| |for documenting, preparing test packs and |
| |testing the "drop" upon delivery. |
| |Verifying the content, delivery and test |
| |plans for each "drop". |
| |Liaised with the Esher Project Manager and |
| |team in resolving issues and risks relating |
| |to each iteration content and deliverables. |
| |Conducted weekly team status meetings between|
| |the analysts and the Esher team in Ireland. |
| |Attended and compiled reports for the weekly |
| |SAPO Business status meetings. |
| |Conducted weekly SAPO IT project status |
| |meetings. |
| |Managed the scope, tasks, issues and risks of|
| |the overall project. |
| |Attended and provided status reports for the |
| |monthly Exco meeting. |
| |Virgin Money (ABSA) |
| |Role: Project Manager |
| |The project required that all business |
| |processes and systems be modified to be |
| |compliant with the NCA (National Credit Act).|
| | |
| |Responsibilities |
| |Report on project status, issues and risks |
| |into the ABSA NCA Programme office. |
| |Chaired weekly Executive level meetings |
| |between ABSA and Virgin Money executives and |
| |middle management. |
| |Managed the scope, tasks, issues and risks of|
| |the overall project. |
| |Managed the respective ABSA assigned business|
| |analysts from the various channels, namely: |
| |Call Centre and Internet. |
| |Liaise, support and provide input into the |
| |Process, Marketing and Training work-streams.|
| | |
| |DWAF - Water Licence Application RCA |
| |Role: Lead Business Analyst |
| |The project required a RCA (root cause |
| |analysis) to be performed on the current |
| |water licence application process, due to the|
| |excessive time taken to be processed. |
| |Responsibilities: |
| |Conduct exploratory workshops with various |
| |stakeholders, contributors and committees |
| |that have input into the Licence Application |
| |process. These included meetings with Chief |
| |Directors and strategic contributors. |
| |Studied individual licence applications to |
| |identified timelines and supporting |
| |information required to determine the outcome|
| |of an application. |
| |
|Company : FIRST NATIONAL BANK |
|Position : Project Manager |
|Period : Nov 2001 - Aug 2006 |
| |Programme/ Project Manager: ATM (Oct 2004 - |
| |Aug 2006) |
| |Managing all activities relating to projects |
| |allocated to him. Also responsible for the |
| |project status reports that are distributed |
| |to all stakeholders on a weekly basis and |
| |EXCO reports on a monthly basis. This |
| |division follows the RUP project management |
| |methodology |
| |Managed a number of projects since joining |
| |this department: |
| |BOBCAT Exit: Project involving removing all |
| |NCR 5280, 5380 from the live ATM base and |
| |upgrade a particular range of ATM with A4 |
| |thermal printers. This involved identifying |
| |all affected sites and hardware required. I |
| |was required to liaise with vendors and |
| |coordinating the removal and installation |
| |with the relevant regional managers and |
| |branch managers. This project had an |
| |approximate value of R800 000. |
| |ATM - Hardware Upgrade: Programme managed the|
| |upgrade of all ATMs to utilise 3des pin pads.|
| |The scope included setting up a Trusted |
| |Centre for loading the pin pad keys. |
| |Approximate value of R150 million. |
| |Lesotho Implementation: The bank had applied|
| |for a banking license to open a new company |
| |in Lesotho. This project required that a new|
| |company be set up in Lesotho with all the |
| |business processes and associated |
| |infrastructure. He was responsible for the |
| |ATM infrastructure required to offer the same|
| |facilities as those offered in RSA. This |
| |involved registration and setting up of the |
| |company with the relevant banking |
| |associations such as PASA and Bankserv. The |
| |ATM deliverable of this project had |
| |approximate value of R2 million |
| | |
| |Programme/ Project Manager: Delivery Services|
| |- Africa (Apr 2004 - Sep 2004) |
| |Role entailed liaising with the respective |
| |subsidiaries namely: Botswana, Namibia and |
| |Swaziland. He represented the respective |
| |subsidiaries when liaised with the various IT|
| |departments within the group, ensured that |
| |the requirements and schedules were |
| |satisfied. In addition to the project work, |
| |he was also responsible for routing, tracking|
| |and resolution of the daily operational |
| |enquiries as and when needed |
| |As part of his drive to remove inefficiencies|
| |within the existing processes, he implemented|
| |a number of initiatives to create a direct |
| |contact with affected operational areas, thus|
| |reducing the workload and enabling better |
| |monitoring and tracking of tasks |
| | |
| |Project Manager: d-Business.tap (Business |
| |Innovation Area) (Jan 2003 - Mar 2004) |
| |This division was responsible for piloting |
| |strategic initiatives within the group. |
| |Having contracted as a Solutions Designer, he|
| |contributed to the technological components |
| |of a number of projects which required point |
| |of view documents as a deliverable. With his |
| |extensive experience, he was offered to join |
| |the division as a permanent employee |
| | |
| |Project Experience: |
| |Customer Experience - Migration: Due to the |
| |size of this project, it was divided into |
| |various streams. He was responsible for the |
| |Migration stream which investigated ways of |
| |migrating customers from using facilities in |
| |the branch to automated facilities such as |
| |the Internet and Telephone delivery channels.|
| |This entailed informing customers of the |
| |price differences that exist between using |
| |enquiries counter as opposed to the ATM. An |
| |automated cash accepting ATM was used to |
| |migrate customers from depositing cash with |
| |the Teller Desk. Customers were also exposed |
| |to the potential savings when using other |
| |channels such as Telephone and Internet |
| |Banking |
| |Biometrics: This project investigated the |
| |feasibility of using fingerprints as a form |
| |of verifying customers' identity. This |
| |project addressed the excessively long |
| |process required to identify a customer |
| |within a banking environment |
| |Business Process Mapping: He was part of the |
| |team that was responsible for the initial |
| |utilization of ARIS to map the retail banking|
| |processes. This project laid the seeds for |
| |the creation of a process mapping department |
| |within the group |
| | |
| |Solutions Designer: d-Business.tap (Nov 2001 |
| |- Dec 2002) |
| |This was a business prototyping environment |
| |within the FNB group that concentrated in |
| |identifying inefficiencies and new ways of |
| |performing operational tasks. He was |
| |specifically contracted to design and develop|
| |a number of prototype interfaces for projects|
| |undertaken by the division. He also |
| |contributed to the technology components of |
| |the point of view documents which were |
| |created within the division |
| |Project Experience: |
| |Cash Logistics: With the implementation of |
| |government legislation to charge Financial |
| |Institutions for the cash held overnight, the|
| |FNB group embarked on a project to |
| |investigate the feasibility of using a cash |
| |management tool (Prognis) to assist both |
| |branches and ATM custodians when predicting |
| |the cash required for the following day. A |
| |generic interface was designed and developed |
| |that could serve as input into such systems. |
| |This interface extracted information from |
| |various sources within the group on a |
| |specified schedule and ensured that all |
| |relevant information was available when |
| |needed by the cash management tool |
| |Strategic Alignment Management (SAM): Moving |
| |to performance based remuneration; the FNB |
| |group used a monitoring tool that |
| |mathematically weighted and mapped specified |
| |performance indicators which contributed to |
| |the specific strategic goals. These measures |
| |were then published to all affected staff. A |
| |generic interface was designed and developed |
| |that could serve as input into such systems. |
| |This interface extracted information from |
| |various sources within the group on a |
| |specified schedule and imported the relevant |
| |information as and when required. |
| |
| |
|Company : SAPPI |
|Position : Team Leader: Enterprise Integration Technologies |
|Period : Apr 2001 - Nov 2001 |
|Responsibilities |Responsibilities included all project related|
|: |activities such as planning, directing and |
| |co-ordinating project tasks. He was also |
| |responsible for the weekly and monthly |
| |Executive Reports that where distributed to |
| |all Stakeholders and Executive Management. He|
| |had the added responsibility of negotiating |
| |and reaching agreement with the affected mill|
| |Management teams with regards to the |
| |deliverables and system performance targets |
| |Project Experience: |
| |SAP - Product Tracking Integration: The |
| |project objective was to use IBM MQ Series |
| |and MQSI to integrate the Product Tracking |
| |System (MS VB6) at 7 SAPPI mills to the SAP |
| |3.1H system at Head Office. This project had |
| |an approximate value of R4 million. |
| |
| |
|Company : Z5 Technologies |
|Position : Development Manager |
|Period : May 1998 - Feb 2001 |
|Responsibilities |Responsibilities entailed assisting clients |
|: |to assess and improve their business |
| |efficiency through IT solutions. He was also |
| |responsible for all software development |
| |business that was obtained by the company. |
| |This included managing the scope, budget, |
| |resource scheduling and progress monitoring. |
| |He was seconded to an Indian company to |
| |transfer knowledge of the wage payment |
| |terminal hardware and software and as well as|
| |providing consultancy with regards to the |
| |business implementation of the product |
| |Project Experience: |
| |Taxi Smart Card System |
| |Self Service Cellphone kiosk |
| |Wage Payment Terminal |
| |Access Control using biometrics |
| |Cash Office Software Product |
| |Booklet Administration System |
| |POS and Video Surveillance integration |
| |College Administration Product |
| |CV Administration System |
| |
| |
| |
|Company : FIRST NATIONAL BANK |
|Position : Technical Consultant: Technology Innovations |
|Group |
|Period : Jan 1990 - Apr 1998 |
|Responsibilities |Responsible for studying new technologies and|
|: |investigating how they could be applied |
| |within the banking industry. This also |
| |entailed an investigation into the impact |
| |that the technology would have on the |
| |existing processes, systems and possible cost|
| |savings. He was also responsible for the |
| |design, development and implementation of the|
| |prototype project assigned to him. In most |
| |cases, an external customer or supplier was |
| |involved, which required a business and |
| |technical specification to be agreed. These |
| |projects would be managed during the pilot |
| |phase and handed over to the development team|
| |if the project obtained approval to go into |
| |production. He was required to consult to the|
| |development team during this phase |
| |Project Experience: |
| |Kwazulu Pension Payment |
| |Signature Verification System |
| |EFT server |
| |Fleet Management |
| |Access Control |
| |Structured International Trading |
| |Currency Handling devices |
| |Document Management |

Qualifications

|Degree/Diploma |Institution |Year Completed |
|B.Sc (Computer Science,|Rhodes University |1990 |
|Industrial Psychology) | | |
|Developing projects |Software Future |2004 |
|with IBM Rational | | |
|ClearCase, ClearQuest | | |
|and UCM | | |
| | | |
| | | |

Training / Courses Attended

|Course |Institution |
|IQ Critical (Senior Skills |IQ School |
|School) | |
|Aris - Process Mapping |IQ School |
|Creative Thinking for |Edward de Bono |
|Management | |
|Neural Networks Workshops |University of Natal |
|MQ Series |MQ Technologies |
|Project Management Principles |FNB Management Centre |
|Business Analysis |FNB Management Centre |
|Leadership Focus |FNB Management Centre |
|Staffware Workflow Programming |FNB |
|Communication Fundamentals |FNB Management Centre |
|MS Project and Project Server |AST |
|Developing projects with IBM |Software Futures |
|Rational ClearCase, ClearQuest | |
|and UCM | |
|Pattern Recognition Conferences|South African Institute of Pattern|
| |Recognition |
|Science and Vision |Human Science Research Council |
|Retail Information Systems |AiC Conferences |
|conferences | |
|Windows Open Systems |Workgroups Institute |
|Architecture (WOSA) | |
|Local Area Networks (LAN) |DB Associates |
|System Network Architecture |DB Associates |
|(SNA) | |
|OS/2 PM Programming |ISM |
|Object-oriented Programming |University of Witwatersrand |
|using C++ | |
|Practical Object-oriented |University of Witwatersrand |
|Design | |

Skills/ Exposure List


| |
|Details |
|MS Excel |
|MS Access |
|SQL |
|Visual Basic |
|Visual C/C++ |
|Borland C/C++ |
|C# |
|Java |
|Delphi |
|ASP |
| |
|HTML |
|IBM PC |
|Norton Antivirus |
|MS Project/Server |
|MS Visio |
|Erwin |
|Rational Rose |
|Rational ClearQuest |
|Rational ClearCase |
|Aris - process mapping |
|DB2 |
|MySQL |
|MS SQL 6.5, 7, 2000 |
|Btrieve |
|WINDOWS 3.1, 95, 98 |
|WINDOWS NT |
|WINDOWS 2000 |
|OS/2 |
|IBM Websphere |
|IBM MQ Series |
|IBM MQSI |
|Ethernet |
|IBM Token Ring |
|RS232/485 |

Quick Profile Summary

zaahid narkedien
Name: Zaahid Narkedien
Link: http://www.salespider.com/p-6947501/zaahid-narkedien
Location: Johanneburg,South Africa

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