| Higher Education |
Associate Professor
Assistant Professor
Teaching Assistant |
| Primary Research Investigator |
King Abdulaziz University (KAU): Highly Cited Funded Research Project
2011 – Ubiquitous Wireless Access (11-15- 1432 HiCi) with the highly cited Professor John Cioffi from Stanford University
1. King Abdulaziz City for Science and Technology (KACST): National Science, Technology and Innovation Plan
2013 - High Density Wireless Access- Coverage for Crowded Events and Locations (12-INF2743-03), with the highly cited Professor John Cioffi from Stanford University.
1. King Abdulaziz City for Science and Technology (KACST): National Science, Technology and Innovation Plan
2013 - Novel Protocols for Improved Internet Security and Reliability |
| Management and Leadership |
Head of the Computer Skills Unit
Head of the Assessment Unit
Head of VDI System at KAU team
Head of Microsoft Excel & PowerPoint 2007 Intelligent Tutor project
Head of CSU Question Bank Project
Head of the Alumni Unit
Principle Investigator of Funded Projects
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| Strategy and Innovation |
Head of the Computer Skills Unit
Head of the Assessment Unit
Head of VDI System at KAU team
Head of Microsoft Excel & PowerPoint 2007 Intelligent Tutor project
Head of CSU Question Bank Project
Head of the Alumni Unit
Principle Investigator of Funded Projects
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| Financial Management |
- Explain the institute's cost object categories
- Identify SAP's cost object types
- Explain the institute's secondary cost structure
- Create a project budget
- Forecast expenses on projects |
| Managing Diverse Teams |
Determine what your team needs to rise to its full potential
Leverage the diverse perspectives of your team
Apply team development strategies to create a high-performance team
Leverage the unique talents of all team members for shared success |
| Conflict Management |
Identify the components of the PIOS conflict management framework.
Clarify the motivations of the other person in a difficult situation.
Respond constructively to emotionally charged language.
Adapt the PIOS framework to a situation of their own to move it towards resolution. |
| Meeting Management |
Identify and apply good meeting practices
Influence productive meetings, whether as a facilitator or participant
Keep a meeting on track
Document meeting outcomes and next steps
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| Giving Effective Feedback |
Give meaningful feedback on performance to employees |
| Goal Setting |
The importance and distinction between performance and professional development goals; utilize templates that incorporate best practices for goal setting; and include time to practice writing your goals. |
| Proposal Development |
Government & Non-Government Grants
Construct industrial proposal to meet sponsor requirements and Institute policies
Creating a detailed budget
Submitting the proposal to route for approval
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| Performance Development |
Identify the value and importance of regular performance planning and review conversations
prepare more effectively for their annual performance review as well as for on-going performance conversations
communicate successfully with their managers about the annual performance review conversations |
| Corrective Action |
how to help increase the potential for good performance
steps to understand and apply progressive discipline/corrective action
how to plan for productive counseling and disciplinary meetings
how to create and maintain appropriate documentation |
| Exceptional Service |
Identify their customers on campus and beyond
Build and maintain relationships with customers, including administrators, faculty, colleagues, and others with whom they work closely
Strategize ways to provide exceptional customer service to their internal and external customers |
| Managing Technical Professionals and Organizations |
How creative individual contributors work together on risky projects, processing information under conditions of uncertainty;
How to address critical problems and issues dealing with staff professionals and members of project teams, including cross-functional teams;
How to work effectively with prima donnas and independent spirits. |
| Leadership by Design: Innovation Process and Culture |
Strategic and hands-on techniques for structured exploration through prototyping.
Enable an action-based organizational culture in which empathy is generated, trial and error is encouraged, and failure is celebrated as a source of learning, all resulting in successful innovation.
Introduce the concepts of human-centered design to individuals and teams who are not already familiar with these design-based concepts and their application. |
| Understanding and Solving Complex Business Problems |
Systems thinking"? as a response to the rapid changes in technology, population, and economic activity that are transforming the world, and as a way to deal with the ever-increasing complexity of today's business. Systems thinking was devised to improve people's ability to manage organizations comprehensively in a volatile global environment. It offers managers a framework for understanding complex situations and the dynamics those situations produce. Senior managers can use the system dynamics method to design policies that lead their organizations to high performance. The program is intended to give participants the tools and confidence to manage organizations with full understanding and solid strategy. |
| Creating High Velocity Organizations |
Create an organization where work is done by harnessing the best-known approaches available and signaling the need for new knowledge.
Solve problems as they arise and to develop new understanding that prevents the problems from recurring.
Multiply the impact of local discoveries by making them useful systemically throughout the organization.
Lead an organization where discovery is encouraged, supported, and promoted at all times. |
| Understanding and Solving Complex Business Problems |
Assess the likely impact of different policies and decisions that relate to their organization's growth, stability, and performance
Recognize business system archetypes that can trigger persistent, long-term problems
Use state-of-the-art management tools to identify relationships
Intervene effectively to make fundamental changes |
| Leadership by Design: Innovation Process and Culture |
Learn a shared process for solving hard-to-define problems
Engage in both a hands-on and analytical approach to problem solving through robust design process
Explore and practice the skill of empathy in understanding the needs and desires of consumers
Learn practical, hands-on strategies for concept generation and product prototyping
Learn how design thinking and doing can be used to provide vision and build consensus in the development of new products and services
Acquire tools for creating a more collaborative, innovative, and less risk-averse corporate culture |
| Building Game-Changing Organizations: Aligning Purpose, Performance, and People |
Understand what it takes to build game-changing organizations
Be provided with the resources and tools to articulate their company's powerful story—what we call their "collective ambition"
Examine how to integrate the "soft" side of leading (purpose, vision, culture) with the hard side (strategy, operational priorities, brand) into a powerful formula
Understand the importance of building an authentic and energizing culture
Understand what it takes to make their companies world-class talent factories |
| The Innovator's DNA: Mastering Five Skills For Disruptive Innovation |
Gain deeper insight into their unique innovation skill strengths
Build questioning, observing, networking, and experimenting capabilities to surface new ideas and value-creating innovations
Practice questioning skills intensively through individual and group exercises
Apply skills to a real individual challenge
Evolve their existing corporate culture to better foster these five skills |
| Connectivity |
Providing connectivity for the Internet of Everything - IoE |
| Location Awareness |
Location-awareness in Ad Hoc sensor networks |
| Cooperative Communications |
Cooperative Communications |
| Cooperative Communications |
In cooperative wireless communication, we are concerned with a wireless network, of the cellu- lar or ad hoc variety, where the wireless agents, which we call users, may increase their effective quality of service (measured at the physical layer by bit error rates, block error rates, or outage probability) via cooperation.
In a cooperative communication system, each wireless user is assumed to transmit data as well as act as a cooperative agent for another user |
| Wireless sensor network |
Wireless sensor networks (WSN), sometimes called wireless sensor and actuator networks (WSAN),[1][2] are spatially distributed autonomous sensors to monitor physical or environmental conditions, such as temperature, sound, pressure, etc. and to cooperatively pass their data through the network to a main location. The more modern networks are bi-directional, also enabling control of sensor activity. The development of wireless sensor networks was motivated by military applications such as battlefield surveillance; today such networks are used in many industrial and consumer applications, such as industrial process monitoring and control, machine health monitoring, and so on. |
| Data Communication Networks? |
Data Communication Networks? |
| Wireless Communications |
Wireless Communications |
| Ad-Hoc Networks |
Ad-Hoc Networks |
| Heterogeneous Networks |
Heterogeneous Networks |
| Mobility Management in Heterogeneous Networks |
Mobility Management in Heterogeneous Networks |
| 4G Small Cell Deployments |
4G Small Cell Deployments |
| Self-Organizing Networks |
Self-Organizing Networks |
| Long-Term Evolution - LTE |
Long-Term Evolution - LTE |
| Network Protocols and Algorithms |
Network Protocols and Algorithms |
| Quality of Service |
Quality of Service |
| Performance Evaluation |
Performance Evaluation |