Abdallah Halawa - AI Project Manager & Technical PM The Intelligent
Way Forward.

I use a rigorous Change Control Board (CCB) process. Every request is evaluated for impact on cost, timeline, and quality before approval. I document the original baseline in a Scope Statement and any changes go through a formal Change Request process. This includes impact analysis, stakeholder sign-off, and updated project documentation. I also educate stakeholders early about the cost of late changes using the "1-10-100" rule—fixing issues in requirements costs 1x, in development 10x, and in production 100x.

Hybrid is my default approach. I use Waterfall for high-compliance infrastructure, budgeting, and contract phases where predictability is essential. For execution and delivery, I apply Agile (Scrum/Kanban) to maintain velocity and adaptability. In practice, this means fixed-scope contracts with iterative delivery milestones. I've found this approach satisfies both enterprise governance requirements and the need for rapid iteration. The key is defining clear "phase gates" where methodology transitions occur.

A CRM rollout for a retail client stalled at 30% adoption due to user resistance. The sales team felt the system was imposed without their input. I paused development, flew to the regional offices, and conducted 2-week workshops with end users. We rebuilt the UI based on their workflows, added mobile-first features they actually needed, and created "super user" champions. Re-launch achieved 90% adoption within 60 days. Lesson: Technology projects fail because of people, not code.

I've managed teams across 5+ time zones (EU, MENA, Asia, USA, ANZ). My approach: (1) Establish "golden hours" overlap for synchronous standups, (2) Document everything in a single source of truth (Confluence/Notion), (3) Use async video updates (Loom) for context-heavy communication, (4) Rotate meeting times fairly across regions, (5) Build personal connections through virtual coffee chats. Tools: Jira for tracking, Slack for real-time, Miro for workshops. Trust is built through transparency—I share dashboards openly.

I use a Power/Interest grid to categorize stakeholders and tailor communication accordingly. High-power, high-interest stakeholders get weekly 1:1s and early involvement in decisions. I create a RACI matrix for every project and review it with the sponsor. For difficult stakeholders, I apply the "broken record" technique—consistent messaging with data-backed arguments. I also maintain a stakeholder register with their concerns, communication preferences, and influence patterns. Proactive engagement prevents surprises.

Cost control starts before the project begins—in the estimation phase. I use three-point estimation combined with historical data from similar projects to build realistic budgets. I always include management reserve for unknown unknowns, separate from contingency reserve for identified risks. During execution, I implement Earned Value Management (EVM) religiously.

I hold the PMP certification from PMI, which I maintain through continuous PDU accumulation. I'm also certified in Agile methodologies (PSM I) and have completed specialized training in SAFe for enterprise agility. Beyond formal certifications, I've earned credentials in AI and Prompt Engineering from Vanderbilt University.