Erik Leung Shun, PMP's Email Addresses & Phone Numbers

I believe that the only invariant in life is Change. It will always occur, but you have some control over it. If you are able to guide it into balanced change, you will achieve Continuous Improvement. Projects and Programs are the perfect vehicle for such balanced change. With the appropriate project and change leadership, astonishing results can...

I believe that the only invariant in life is Change. It will always occur, but you have some control over it. If you are able to guide it into balanced change, you will achieve Continuous Improvement. Projects and Programs are the perfect vehicle for such balanced change. With the appropriate project and change leadership, astonishing results can be achieved. People are the centre of projects: they are the clients, the sponsors, the stakeholders, the project teams, the Steering committees... Without people, projects wouldn't exist. Interacting with people is my drive to perform in projects: People inspire my passion for Portfolio, Program and Project Management. My shortened Bio: Enthusiastic PMP with achievements at TOYOTA motor Europe, CATERPILLAR, Rental Power and Tractebel Engineering. After graduating as Electrical Engineer, started as Production Engineer in UK assembly plant of Toyota, picked up Lean Operations and Toyota Problem solving skills and made first contact with project management. Subsequently moved up to International Projects as Project Manager at Caterpillar, Energyst. Activities include implementing core project management processes in the knowledge areas, leading multidisciplinary teams, managing stakeholders and delivering within project constraints. Effective communication and problem solving skills with experience in managing relationships at all levels and functions in a very international environment. Experienced with Mechanical and Electrical engineering due to multidisciplinary environments. At Tractebel Engineering big focus on Nuclear Safety, Risk Management and strong Quality requirements. Fluent in Dutch (native) and English; working knowledge in French with competence in Chinese and Spanish. Familiar with MS Office, Projects, Visio and Autocad. Proficiencies include: • PMI standard • Risk Management • Root Cause analysis • Toyota Lean Management • Stakeholder Relationships • Problem solvingPMO Project Leader @ 1) Leading organizational change projects with strategic impact: - End to end responsibility with benefits realization follow up - Problem solving and facilitation to develop project definition - Lead project execution phase: process improvement initiatives with value added IT-implementations (analyze, build and test) - Facilitate and guide change management process involved with the strategic projects 2) Input into the shape and form of the PMO section: critically review PPM processes and propose improvements to the approach of PPPM. 3) Coaching of team members: sharing techniques related to project leadership. From January 2015 to Present (1 year) Volunteer Project Manager @ - Lead role in developing the Student Program: getting students ready for Project Management - Development of a methodology to handle the masters thesis as a project - Creating opportunities to roll out the Program From January 2015 to Present (1 year) Brussels Area, BelgiumDirector of Marketing @ From January 2014 to December 2014 (1 year) Pharma Project Manager @ Project Management focussing on three key areas: - managing communication: set up of an effective communication structure between the key stakeholders and stakeholder groups, - managing the client: effective requirements management, change control preventing scope creep, regular reviews of expectations and practical problem solving beyond the borders of the project. - lead the project team: functional leadership over project team, coaching of team members in project skills, translation of client requirements to functional requirements for the project team Achievements: * Upgrade project of proprietery technology at UK CMO: handled end to end project process: scope definition with requirements detailing, project plan definition (scope, time, budget, people), controlling & monitoring IQ/OQ execution, project delivery at SAT * Leading industry breakthrough project with R&D component serving top tier pharma giant: complex non linear project flow involving extensive risk management and reiterations. Key succesfactors were effective communication with client, flexible mitigation plans for identified risks and a highly motivated project team. * Introduction of concepts: use of agile methods to manage non-waterfall processes, forward planning with paralleling and crashing, advanced team motivation techniques (iceberg model, Kugler-Ross Model worked into the project plan,... From September 2013 to December 2014 (1 year 4 months) Project Manager @ detached at TRACTEBEL ENGINEERING - Belgian Nuclear Power Plants as Project Manager. •• Direct the design and/or implementation of projects, where TE acts as Consultant and/or Owner’s Engineer, including management of the procurement process; • Establish required scope and subsequently have the budget and planning established guarding risk and quality; • Manage stakeholders (client, government instances, internal clients, suppliers and competence centres,...) by effective communication (meeting, reports, informal,..) • Follow up of the projects: controlling timing of deliverables and guarding quality of output as well as maintaining the expected profitability; • Integration management: guarding the overview by establishing effective interfacing between stakeholders (multidisciplinary) • Implement the project management documentation in accordance with the applicable procedures; • Guard procurement process: follow up tender, tender evaluation, order, delivery, payment terms and deliverables From September 2012 to August 2013 (1 year) Senior Project Manager @ • Jan 2012 – ongoing – Promotion to Sales Support Manager, operations manager ad interim o 4 directs reports: 2 project managers and 2 engineers o Responsibility areas: Project management, support backoffice sales, implementation PMI standard, QHSSE implementation and improvement, Market intelligence and CAPEX recommendations using NPV, IRR, total life cycle cost,… o Major achievements: implementation of PMI standard From January 2012 to April 2013 (1 year 4 months) Breda Area, NetherlandsProject Manager at International Projects Division @ • Oct 2011 – Jan 2012 - Argentina Utility grid, 50MW, Project Management Trainer o Setup project backbone as training: identification stakeholders and requirements. Compile budget and timeline baselines including CAPEX recommendations, risk management. Execution of preparation phase and handover back to Argentina organisation. • Dec 2010 – May 2011 - Argentina Utility grid, 60MW, Project Management o Guarding PM processes: administration and communication o Interim Operations Manager: Implementation of improved communication and budget control. Restructured hierarchy. • July 2010 – July 2011 - Burundi Utility grid, 10MW, Project Manager o Sales support activities: Project site assessment with emphasis on H&S, operational client relationship, local supplier sourcing, technical feasibility and budget and timeline compilation. o Project Management: organisation of project schedule, budget and resource allocation, projectteam structure, stakeholder communication scheme and QHSSE plan deployment. Introduction of new cooperation structure with client: implementation of improved joint operations. o Client follow up pre-invoice agreement, monthly continuous improvement meetings. • Feb 2010 – August 2010 - Ethiopia Utility grid, 24MW, Project Manager o Sales support activities: support extension negotiations of previous project, create new operational cost estimation i o Project Management: organisation of full project. Introduction of new service and maintenance standards onsite. • Dec 2008 – Nov 2009 – Ethiopia Utility grid, 30MW, Project Manager o Sales support activities: onsite assessment cost and timeline, technical feasibility, stakeholder relationship o Project Management: project schedule, budget and resource allocation, stakeholder communication scheme and QHSSE plan . • May - July 2008 Collahuasi Chile - copper mine: 24MW, Project Manager o Preparation installation o Installation follow up onsite: client management, supplier management From February 2008 to January 2012 (4 years) Breda Area, NetherlandsAssembly Engineer @ • Production engineer, production preparation for new model production in UK plant – focus on process planning, equipment design, installation and commissioning and effective cost reduction. • Achievements: o Introduction of global electronics platform (first in Europe): installed on schedule with cost reduction of £ 40k in £81k budget. o Modification of door handling system: installed on schedule within budget. o Modification of entire door handling systems (door off, door on, door carrier) to suit three models: total budget of £236k with project time of 7 months. o Introduction of Fr suspension equipment o Introduction of exhaust pipe lifter • Trainings: o Toyota practical problem solving methods o On line training (working on the line): understanding daily shopfloor management (kanban, heijunka,…) and quality assurance strategies. o Toyota project management: Plan-Do-Check-Act philosophy From September 2005 to February 2008 (2 years 6 months) Brussels Area, Belgiumactive member @ - organise fund raising events - organise annual IEEE student international trip - organise networking events with BeNeLux branches From 2003 to 2005 (2 years) M Sc Electrical Engineering - specialisation Power, Power generation, Power transmission, drives, control systems design, power electronics @ Katholieke Universiteit Leuven From 2000 to 2005 High School Diploma, Latin - Mathematics @ KCST From 1994 to 2000 Erik Leung Shun, PMP is skilled in: Project Planning, Project Management, International Project Management, Lean Manufacturing, Energy, French, Continuous Improvement, Toyota Production System, PMP, Dutch, Chinese, Budget Management, Power Generation, Electrical Engineering, Root Cause Analysis