Herman Hasnal

Corporate & Enterprise - Technical Service Lead

Brunei Shell Petroleum

Seria

2015.07 - Current

2021 :- Touchless MI - Implemented a self service Data Analysis and Reporting eco-system which helps business to build own reports using PowerBi to meet their specific reporting requirement. This introduces an agile report development compared to the legacy development approach which takes up to 6 months. Now business can develop instantly. This was an initiative which I undertook to improve my digital transformation leadership.
2021 :- Implement connection of local BW on HANA to Shell's GRC system to manage Emergency access and Permission/Critical Access risks in the system. This improves User Access Management Controls for BSP as well as provides an automation workflow for the above mention processes.
2021 :- Devised a solution for Third Party Access (including Shell Support) to BSP's SAP environment especially for file sharing functionality. After CerDaas was introduced, system accessibility to Shell and Third Party vendors were not working due to access coming from a different network which resulted in slower turnaround time in issue resolution and data processing. Introduce an interim solution using CITRIX and Sharepoint which is still in used to date while a more permanent solution is being architected.
2021 :- Digitized user access process for non-production SAP HR systems, which has improved workflow with automated notifications instead of using manual form sent via emails. This has improved lead time for access and made the process leaner.
2021 :- Implemented the upgraded SAP Solution Manager to latest version for BSP SAP HR system. This was initially tendered out for a cost of BND$400K but have taken the responsibility to do it in house for a total upgrade cost of only BND$120K and in house resources were given the exposure for development.
2021 :- Major Operational Upgrades were SAP HANA 2.0, Oracle 12c to 19c for all SAP databases.
2021 :- Organized a Business Technology Platform (BTP) workshop by SAP for CIO stakeholders to introduce cloud based, Fiori front-end, mobility, user experience and data analytics services in attempts to improve digitalization transformation in our legacy landscape.
2020 :- Involved in new system integration of interface for E-Opportunity Maturation Tool (e-OMT) and Material Management Supply Chain Visibility (MM SCV). As a technical subject matter expert for the integration with SAP and assisting in reviewing the SAHLD and providing inputs for the solution.
2020 :- Major operational upgrade in this year is the SAP EHP8, where i was the project lead driving this project. Providing technical knowledge and leadership to come up with a migration strategy which resulted in minimal disruption and post upgrade issues across central and step-outs systems. Recognized by Shell Leadership and awarded VP award in Q3 2020.
2020 :- Actively involved in CerDaas Project remediation exercises working with Architects in the project to come up with a solution post this Secure Network program (separating network between Shell and BSP). This includes Network architecture, introducing an IPSEC tunnel between Shell and BSP to ensure interoperability. Also contributed to a solution for a swivel chair approach for incident/Change management interoperability between BSP and Shell with a non-integrated service management tool (SNOW).
2019 :- SAP HANA infrastructure refresh project - procurement, building and migrating the BW on HANA solution to a new hardware for evergreening target operating environment. This ensures hardware is supported and is compatible with latest software versions and security patches.
2019 :- Proposed and drive the rationalization of Corporate Business Object (BO) with SAP Business Object (BO), instead of having 2 BO landscapes. This saves operational resources, maintenance cost and licenses. Now BO is managed by just 1 team instead of 2 teams and is being used by HR, EC, SAP, HSSE and MRIR.
2019 :- Being the Technical service lead since 2015, in 2019 showed a big improvement in the Shell People Survey with Employee Engagement 87 and team leadership 92 which also shows in the growth in the team performance. This is a highlight of my leadership career which took 4 years to re-structure taking into account team has shrunk from 10 to 6 direct reports.
2018 :- Double hat as acting Service Lead for Human Resources & Integrated facility Services which has expand my knowledge on Enterprise Services as well as made me develop better leadership skills having managed 12 direct reports, even for a short stint it was a good experience.
2018 :- SAP Secure Network Communication and Single Sign On configuration project. This project helped end users to be connected to BSP's SAP via Single sign on and no longer using username and password. Received a lot of positive feedback from users after the go live as they now have less passwords to memorize. BSP have been using username and password since inception due to no portal like in central Shell which was a functionality BSP did not switch on due to some technical constraints back during implementation.
2018 :- As a technical lead for MRTA Upstream Asset Hierarchy (UAH) commissioning in an attempt to introduce cost transparency between Asset and Finance. My responsibility was to facilitate with business and Shell to do clean up and correct the hierarchy as per cost management hierarchy and then uploading the new hierarchy, work with Shell to transport into ECC, and then doing a data load to BW to ensure it is also reflected in reporting. This provided a more transparent cost reporting in the Assets.
2017 - 2018 :- SAP infrastructure refresh project from IBM power server to HP X86 server - called this P2X project. I was responsible to do the cost saving assessment of moving from IBM to HP which resulted in a BND$1.3M annual savings. Involved in the architecture development of the new environment including ensuring interface still works collaborating with Shell and T-System during the implementation. I was also the project manager to execute this project.
2015 :- Project Manager for SAP EHP7 upgrade for BSP's SAP Blueprint system. Evergreening the SAP ECC version which was the first project I completed and kick starting my Project Management development. Collaborating with senior Shell Project managers to complete this in place system upgrade end to end including testing the Disaster recovery system by facilitating the Disaster recovery exercise. During this project, I managed to save half of the cost to be paid to Shell by getting local resources to perform the upgrade instead of getting Shell engineers to come to Brunei but instead we used the runbook used by Shell to perform the upgrade.
2015 :- Implementation of HR reporting using Business Object. I was involved in the initial assessment of devising a solution for HR reporting. Initially the plan was to implement a business warehouse system for reporting but after a series of assessment, a group of us decided that it is not value for money to use BW so we came up with an alternative solution of using a staging data base and scripts to load data from SAP HR system to this staging database which will be connected to BO. And Reporting queries will be programmed in BO universe. My role in the implementation was a technical lead for this project.
2014 - 2017 :- Project Manager for the implementation of new technology BW on HANA (MI F) solution in BSP. A replica of Shell's SAP reporting solution PB7 (now AIF/MIF). This project was initiated by Shell at a bad time because oil prices were at a drop and to mitigate the risk I have proposed a multi year approach to allow a capped expenditure annually instead of paying the full amount in one year. Avoided a regret cost of USD3million after negotiation and planning with Shell Leadership by aligning a plan with Shell Central and Nigeria to ensure shared resources in this multiyear plan. This project had exposed me to managing high authority stakeholders such as our Financial Director as well as leadership in Shell to be able to articulate a plan and persuade them to agree with an approach which is a win-win for all parties which also includes removing a Disaster recovery server as an attempt to save cost and since this service is not business critical and data can still be reloaded from SAP ECC. This project is where I also first experience architecture work and also procurement processes which accelerated my learning.

Summary

Overview

Work History

Corporate & Enterprise - Technical Service Lead

Business Warehouse Technical Support

Graduate Development Trainee

Education

Bachelor of Arts - Multimedia Computing

PMP Certification - Project Management

TOGAF - IT Architecture

LOT - Leaders of Teams

Skills

Timeline

PMP Certification - Project Management

TOGAF - IT Architecture

LOT - Leaders of Teams

Corporate & Enterprise - Technical Service Lead

Business Warehouse Technical Support

Graduate Development Trainee

Bachelor of Arts - Multimedia Computing

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