Orhan Kalayci

ORHAN KALAYCI Toronto, Canada orhan@kalayci.com orhan.kalayci@itPSI.org IT and Telecom process improvement professional with over 20 years of experience within Public and Private Sectors. Adept at integrating industry best practices such as CMMI, ITIL, SCRUM, PMBOK, and ISO using quantitative methods like SIX SIGMA principles on agile, iterative, and incremental solution development life cycles (SDLCs) distributed over multiple sites across the globe. Skilled at conducting process gap analysis, business readiness assessments, ensuring that the interfaces between ITSM processes meet standards, and developing end to end processes for global companies such as Alcatel, Siemens, and Central Bank of Turkey. CMMI Expert and ITIL Certified Actively Pursuing PMP designation and Six Sigma Black Belt Key Accomplishments ♦ Developed end-to-end processes for eHealth Ontario by integrating ITIL, CMMI, and PMBOK best practices. Established strategic alignment among parties involved in end-to-end processes integration. Created business value by focusing on and resolving the pain points using 80-20 rule, e.g. 87% customer satisfaction, 95% SLAs met. ♦ Transformed SDLC of an organization from waterfall to agile (XP) and improved the process maturity to CMMI-Dev Maturity Level 2 in 9 months. Business value: 18% less cost, 20% faster delivery. ♦ Served Alcatel as a member of central program office in Belgium for three years. Contributed several initiatives of the program office, e.g. scaling down organizational process standards for small settings. Business value realized: Tester/developer ratio is improved from 1.5/1 to 1/1. See particular recommendations at http://www.linkedin.com/in/orhankalayci ♦ Developed “Seven Success Factors” framework to enable successful implementation of ITSM process improvement programs. Presented it in several international conferences. http://itpsi.org/wordpress1/seven-secrets/ Professional Experience eHealth Ontario, Toronto, Canada Feb 2008 – Jan 2012 Process Architect Developed end-to-end processes for eHealth Ontario by integrating ITIL, CMMI, ISO, and PMBOK best practices and well defined governance structures supported by measurement systems to oversee the process performance, process maturity, and project success. Coordinated policy development activities for establishing strategic alignment among parties involved in end-to-end process integration. ♦ Defined a gating system to ensure project are completed with happy stakeholders thanks to solid requirements management and balanced constraints of scope, time, cost, quality, resources, and risks. ♦ Developed a service transition lifecycle to enable a smooth handover of services from development to operations. ♦ Performed gap analysis and business readiness assessments. Prioritized process improvement opportunities and implemented the ones selected. Created more business value by focusing on and resolving the pain points using 80-20 rule, e.g. some business values realized: 87% customer satisfaction, 95% SLAs met. XPI – eXtreme Process Improvement, Toronto, Canada & Istanbul, Turkey August 2003 – Present Founder / Process Improvement Consultant Developed consultancy & training business to educate global corporations about CMMI concepts and agile SDLCs, and served as a Senior Consultant on the following client projects: ♦ KocSistem, Istanbul,Turkey ~ 2012; The number one systems integrator in Turkey with an annual turnover of around $0.5B. Provided a training for CMMI-Dev v1.3 and performed readiness assessment for CMMI-Dev ML3, identified gaps and provided suggestions for how to close them. ♦ Software Engineering Institute (SEI), Pittsburgh, PA, USA - 2007: Consulted with SEI on Improving Processes in Small Settings (IPSS), bringing state-of-the-art knowledge to the table. ♦ Meteksan System, Istanbul, Turkey – 2006; Was the number one Systems Integrator in Turkey with $0.5B in annual turnover: Participated in two official CMMI-Dev ML3 appraisals (SCAMPI); partnered with Senior Management to implement the “Seven Success Factors” framework; boosted product quality and enabled company to become CMMI-Dev ML3-compliant. Used IDEAL framework of SEI which is equivalent for DMAIC or DMADV road maps of Six Sigma. ♦ Central Bank of the Republic of Turkey, Ankara, Turkey - 2006: Persuaded SW Quality Audit Department to develop long-term strategic road map for process improvement; conducted meetings with department heads and CIO to analyze situation; identified need for a project management office to reduce costs and expedite delivery. ♦ Siemens, Istanbul, Turkey - 2005: Performed gap analysis against CMMI-Dev ML3; developed preliminary

I am passionate about increasing effectiveness and efficiency in workplaces. Recently I started a non-profit organization about the importance of project sponsorship - www.itPSI.org

Please check my presentation on "Seven Secrets of Highly Effective Sponsors" at http://itpsi.org/wordpress1/seven-secrets/

Process Improvement / Re-engineering

YES WE CAN.

Sufism and Rumi