Esteve Nadal Roig

Acted as the senior project manager for a software company in a two-year program. Managed internal and third-party and customer resources in a mix of onsite/remote teams. The program consisted of creating a pilot that involved revising sales, purchases, and manufacturing business processes to align them with the company's strategy. The ERP had to be configured and modified to be adapted to the revised business processes. Additionally, new ERP modules had to be installed. Once the pilot went live, we performed different international roll-outs in the company's plants, including the US, Japan, France, UK, Italy, and Spain.

A company decided to develop its ERP. After two years of development, the software was still under development. C-Level didn't know how much scope, time, and cost was pending to execute the project. I spent one month in the US doing a project audit, coaching stakeholders (development team, users, and sponsors) in project fundamentals, creating a new version of the methodology used, and providing recommendations based on project management's best practices.

Having the water and feed consumption provided by sensors and other data provided by the farmers, we developed a web-based application in RShiny to estimate the growth of the animals in the following weeks and determine the optimal weight at which the animals could be sold.

This was a one-year part-time project involving three researchers and two developers. The results were shown in an event organized by a farmers association.

In that case, I managed the project by using Scrum, and served as a liaison between the project-team and main external stakeholders, and preparing the status reports.

A local association sponsored the project. They wanted to allow users to offer their skills to the community and get paid through the platform. The project involved a back-end and a front-end developer for theming purposes. I participated as a scrum master and project manager

The project was migrated from the old on-premises LN version to the new cloud LN ERP. The customer had three different locations (different countries and timezones)—the project collaborated with local partners and remote development centers in charge of performing the data migration. It also included gathering requirements, performing configurations and ERP modifications, training, and support to the go-live with a big-bang strategy.

I was the project manager from the pre-sales activities to the project closing. I managed the time, cost, scope, the team, and reported periodically to the PMO and the steering committee.