Vinod Jasti, PMP, MBA

Ph: 202-***-**** (Cell).

mailto: acs09u@r.postjobfree.com

Program Manager – Information Systems

Accomplished IT operations leader and program manager with hands-on experience of over Ten years - spanning Portfolio, Program, Project, PMO and team management. Consistently improved delivery times and services levels while reducing costs. Excelled in strategic planning, building high-performance teams, implementing best practice methodologies and continuous improvement of programs. Proven expertise in working with commercial and Federal clients.

Excellent understanding of Software Development Lifecycle (SDLC) and Software Testing Life Cycle (STLC). Oversaw programs in both Waterfall and Agile methodologies.

Competencies Include:

Strategic and Business Planning

Waterfall/Agile (Scrum)

SDLC

CMMI

Contract negotiations and Management

Budgeting and Cost Control

Process Improvements and Best Practices

Global IT Delivery & Project Mgmt.

PMO Implementation

Outsourcing/Off shoring

Business Development

Team Building/Leadership

Portfolio/Program/Project Management

Handled large to medium size program/projects with budgets over $5-$40Million and establish new processes during the course of projects to facilitate smooth execution. Generate ideas to increase productivity.

Software Development Life Cycle (SDLC)

Excellent understanding of SDLC. Involved in every phase of the SDLC, from planning, requirement analysis, design development, testing and implementation. Applications were based on Java, .Net, Salesforce and MS Dynamics. Managed projects in Agile and Waterfall.

Business Development

Transformed customer problems into new business avenues for NCR. Encouraged the customer to invest 100k into a bill payment Kiosk which turned out to be $10 million revenue for NCR.

Strategy and Process Improvement

Create and communicate program vision and strategy that aligns to the IT and business goals. Improve processes to enhance productivity and efficiency of the team by demonstrating commitment to Excellence.

Team Leadership and Mentoring

Strong at initiating and managing change, Visionary and good at conceptualizing and collaborating on new ideas, Determine and manage work and project commitments, create a “work as one team” environment.

PROFESSIONAL EXPERIENCE:

BroadSoft ç Gaithersburg, MD 06/15 –Present

Program Manager

Managing multiple projects with multiple clients. Working closely with the senior leadership team to implement PMO best practices.

oPrepare and present briefings to business teams, senior leaders, internal and external customers.

oIdentify and evaluate the risks associated with program activities and take appropriate action to control the risks. Developed agreed upon SLA’s and KPI’s.

oHaving regular communication with the customer’s contracting office (CO), COR/COTR and task order manager (TOM) to sort out any issues and make sure all the projects are on track.

oManaging Scope, Schedule, budget for all the projects. Managing projects in waterfall and Agile (Scrum).

oInvolved in drafting RFP’s. Experience with different federal contracts like Firm fixed-price (FFP), Time & material, IDIQ and BPA.

Ciber IT Strategy Practice ç Washington, D.C. 12/14 – 05/15

Program Manager

Spearheaded managed services for Pew and Mylan. Managed multiple cloud projects with multiple Agile teams in US, Poland and India. Consisting of PM’s, BA’s, QA’s, developers and integration teams.

oManaged a SaaS application (QlikView, MS Dynamics on Azure platform) development team. Responsible for the stakeholder management of the entire project. As part of the coordinated effort, communicated and negotiated requirements with VP of Ciber and Washington State and city officials (future client).

oHad challenges to align VP’s vision of the product to the requirements of one of the key future customers. Negotiated the scope with the VP as well as the Washington State and city officials (future client) and worked out a viable solution (managed triple constraint accordingly).

oPresented project roadmap timelines, budgets, risks, status, and schedule updates to senior executives. Identified risks and implemented risk mitigation strategies.

US Patent & Trademark (SwainTechs) ç Alexandria, VA 03/14 – 12/14

Program Manager

Program/Project Management for the entire life cycle of the Corporate, Patent and Trademark development projects with a budget of $5 million using ASP.Net, Perl, Java, Oracle and SQL Server. All the projects were executed using Agile methodologies. Worked closely with the client senior management to reduce costs.

oResponsible for the stakeholder management of the entire project. Created a stakeholder registry with role and interest of the stakeholders in the project. Created a communication plan that will be used to keep the stakeholders informed on a regular basis.

oResponsible for Project scoping, defining project requirements and specification and preparing project plans for execution.

oDeveloped CI/CD (Continuous integration / continuous development) process using Atlassian products JIRA, Bamboo, Confluence and Stash.

oHad challenges with frequent scope changes from the customer which affected the overall cost of the project and the schedule.

oCreated a scope baseline and scope management plan to avoid scope creep. Ensured that all the changes were processed through the change control board.

oDeveloped resource management plan, generated EV reports, resource leveling. Assigned key resources to critical path.

oOther challenges include resource constraints from the customer which affected multiple projects. Developed resource usage spreadsheet to show the customer on the shortage of resources.

oProject governance and oversight of various project consisting of Scrums and multiple Sprints.

oManaging the Scrum planning, Sprint cycle, Scrum release and Story boarding / requirements processes.

oLiaison between the various stakeholders in various business units and the development teams.

oEngage and review project service delivery initiatives & negotiate Service Level Agreements (SLAs)

NCR ç Rockville, MD 2000 – 2014

While engaged as a Program Manager from 2005 – 03/2014

Program Manager – Managed multiple projects for multiple federal clients. Galvanized the PM team and the executive team to move from waterfall to Agile methodologies.

Spearheaded the PMO associated projects with an annual budget of $10 million. Managed several software application development projects in Java and .Net.

oInvolved all the stakeholders and clearly defined most of the scope before the start of the project.

oInvolved all the team members and got the buy in from the team and set the goals with realistic timelines.

oCommunicated within the team and with the customer on a regular basis to mitigate risks.

oCreated a risk management plan, identified risks early in the project. Analyzed the risks, categorized the risks and assigned owners to each of the risks. Risk management is a topic in all the meetings.

oCreated in frame/out of frame to clarify several possible interpretations of a requirement which avoids scope creep and sets up boundaries with stakeholder requirements.

Managed a team of 100+, with a budget of $40 million for a federal client.

oManaged the deployment of hardware and software for 30,000 post offices, 100,000+ terminals.

oProvided training to clerks and supervisors for the new functionality. Provided training tools and train the trainer tools. Also provided on screen application help to ease the navigation for thousands of users.

o Made sure that all the confidential information like credit card numbers, Addresses, SSN were encrypted at the application level and at the database level. Made sure that none of the front office as well as back office reports didn’t show any private information to the clerks or Supervisors.

oInvolved in analyzing the data and suggesting USPS on generating new growth areas.

Managed a project team of 50+, with a budget of $12million for ERP (Oracle financials) Implementation strategy for NCR. Consisting of PM’s, BA’s, QA’s, developers, system owners and integration teams.

oPresented project roadmap timelines, budgets, risks, status, and schedule updates to senior executives. Performed variance analysis of schedule and cost and present them to senior management (EVMS).

While engaged as a Project Manager from 2002 – 2005

Project Manager – Developed a COTS product with a budget of $5 million. Helped the organization achieve CMMI level 3. Managed scope, cost, schedule, and quality, while identifying and mitigating underlying risks.

While engaged as a QA Manager from 2000 – 2002

QA Manager - Directed enterprise-wide Quality Division under Centralized Shared Services with QA budget of $5M+. Led a team of 50+ personnel including in-house, onshore and offshore teams.

EDUCATION AND PROFESSIONAL DEVELOPMENT:

Executive MBA, University of Maryland – Robert H. Smith School of Business

Bachelors in Computer Science, India

Project Management Professional (PMP), ITIL V3

Clearance – Public Trust

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