Someone has to hold the date. Someone has to make the information outlive the project. On my programs that is the same person.
I run delivery and governance as one job. The project gets charters, a RACI, a risk register and someone accountable for the date. The information it produces gets a taxonomy, an owner and a retention rule. Most change orders start as an information problem, which is why I stopped treating those as two roles.
That work has been in engineering and construction, digital infrastructure, and higher education. SharePoint and Microsoft 365 governance, taxonomies and metadata models, reporting in Power BI and SQL, and projects run end to end through planning, stakeholder engagement and change management.
I build with AI as well as govern it. Agentic workflows, generative assistants, no-code automation. The governance is what makes any of it safe to adopt at scale, so I do both halves.
Master of Digital Transformation and Innovation, with PMP-aligned project management training.
Open Where I Fit for the five lanes, Case Files for the stories, Experience for the record.
Five things I get held accountable for. Filter by the job you're hiring for.
Accountable for the evidence an owner commits money on, and the recommendation at the end of it.
Accountable for an enterprise platform reaching production, and for the adoption that decides whether it was worth building.
Accountable for the taxonomy, metadata, permissions and retention that decide whether content can be found and trusted.
Accountable for the controls that hold a multi-party program to schedule and scope, and the reporting that shows when they aren't holding.
Accountable for defining the measures leadership decides on, and building the layer that produces them.
Credentials don't belong in a lane, so they sit here. Master of Digital Transformation and Innovation, University of Ottawa, concentrating in IT strategy, enterprise architecture and data-driven innovation. BSc IT Engineering, Sharif University of Technology. Project management training on a PMP-aligned curriculum, University of Ottawa and PMPiran, 2021-2024. English fluent, French at A1 and moving.
Technical enough to build the thing rather than brief someone else to. SQL and Python for the data work, TOGAF and capability mapping for the architecture, and this website is hand-written HTML, CSS and JavaScript with no framework, which you are welcome to read.
Project manager, 8+ years across digital infrastructure, engineering and construction, and higher education. Click a role to open it.
Where the habit started. He built an in-house Microsoft Access inventory system and a searchable document archive, with naming conventions, access tracking and audit support for compliance reviews. Ten years later he is doing the same thing for thirteen thousand documents, which tells you something about what he finds interesting.
Six cases. Situation, what I owned, what I did, what came out.
Asia Water Co. was weighing a membrane manufacturing plant at roughly $35M CAPEX. No feasibility case existed, and no procurement route had been chosen.
The pre-investment case and the route to market: documented ground for a $35M commitment, ending in one award recommendation.
Ran the feasibility study and built the CAPEX/OPEX model the investment decision rested on. Researched vendors and procurement methods. Structured the work as a two-package RFP tender, wrote the packages, then ran the evaluation that took 11 bidders down to a shortlist of 4.
A $33M award recommendation delivered, and an owner able to sign against a documented CAPEX/OPEX model.
A Microsoft 365 modernization covering 13,000+ documents and 3,000+ pages across 25 business areas, with each team structuring content its own way.
One information architecture across 30+ teams, and the governance that makes PCL content usable by AI.
Built a 22-domain business taxonomy, six governance capability categories and a 2025-2027 roadmap. Restructured content and information-management processes against new corporate directives. Scored documents by risk instead of reviewing everything. Authored the templated guidelines teams operate from and ran the change management behind them, working decisions through 12+ corporate topic leads and SharePoint developers.
Audit readiness up 40%. Review scope cut 30% across 3,000+ documents, with the escalation framework and dashboards leadership uses. The Content Governance App I made the case for is now used team-wide.
Sponsor, contractors and consultants delivering a national water-research data-centre program from a joint integrated project delivery PMO, each holding their own version of the record.
The controls layer, and one environment the whole delivery chain could work from.
Wrote the charters, communication plans and RACI charts, stood up risk registers and risk matrices, and tracked dependencies across teams. Designed the structure, permissions and rules of an access-controlled SharePoint and Dynamics 365 common data environment, then turned field and office workflows into system requirements through cross-functional workshops and user acceptance testing.
Change orders down 25% once the controls layer was in place. Sponsor, contractors and consultants working off one access-controlled record, with permissions set by role.
Strategic-plan reporting and Salesforce pipeline data lived apart. Twenty-seven districts described performance in numbers that didn't compare, and executives decided without a shared figure.
The measurement layer. One definition per metric, a named owner behind each number, one source executives could decide from.
Unified strategic-plan reporting and Salesforce pipeline data into a single framework, defined the KPI set and the pipeline measures under it, and settled who owns each number before anyone built a report on it. Then took those definitions through all 27 districts.
One governed source of truth across 27 districts, used for executive decisions. Marketing and pursuit performance now reads the same way everywhere, against definitions with names attached.
Teams on two major projects kept documents wherever they landed. No content types, no managed metadata, no retention, no agreed permissions.
Making documents findable and keeping them that way, which meant governance first and a platform people would actually use.
Established information governance from the ground up: content types, managed metadata, permissions, retention rules. Rolled out the firm-wide SharePoint hub and trained 40+ engineers and coordinators. Alongside it, refined how scheduling and planning were reported across 10+ teams and automated Excel and Power BI over ERP data into forecasts and KPI dashboards.
Document search time down nearly 50%. Support tickets down 20%. The reporting gaps that surfaced cut schedule slippage 20% on the same two projects.
PCL wanted a company-wide AI hub. Whatever it retrieved would only be as good as the structure underneath it, and that structure wasn't settled.
The proposal, the information architecture the hub retrieves against, and the launch date.
Proposed the hub, designed its information architecture, and tied it to the governance already in flight: the 22-domain taxonomy, the six capability categories, the 2025-2027 roadmap. Ran delivery with the external AI consultant against the date.
Launched on schedule, company-wide, retrieving against the same taxonomy PCL's content is being restructured to. No separate rulebook for the AI.
This site is the seventh one. Browser desktop, window manager, tiling, a classification game and an assistant on a serverless backend. Plain HTML, CSS and vanilla JavaScript.
> static_resume.pdf ........ deprecated
> live_profile.linkedin .... active ●
No PDF here. the LinkedIn profile is the one I actually keep up to date.
Open LinkedIn Profilelinkedin.com/in/shahriar-nilkar
Answers trace to his resume.AI may hallucinate, so answers are not 100% accurate
You have a 96-day project, a hard deadline on day 120, and a stream of change requests that bleed the delivery date for as long as you leave them unread. Clear each one three ways.
Nothing here shipped solo. The people-side of the work:
Opens your email app with the note pre-filled. it lands straight in Shahriar’s inbox.