Project Management
Resume:
Pinaki Bhattacharyya B. Tech., PMP, PRINCE*P, ITIL-V3 Foundation, Six Sigma Green Belt
***-*** **** ***, ******, SK S4R7V3, Canada
306-***-**** (M) 306-***-**** (H)
******.*.*************@*****.***
Functional: IT Projects Delivery & Management, Global Service Delivery, PMO Lead, Applications Development
& Management, IT Infrastructure Project Management
Industry Verticals: IT Consultancy, Banking, Insurance, Energy, Agro, Government, Telecommunications
Executive Summary
Over 20 years of IT experience in business applications projects delivery, program and portfolio
management, evolving from hands-on technical roles
Proven track record in rescuing troubled projects/programs of mission-critical nature, including saving
multi-million dollar programs of strategic importance to public and private sectors (impact up to around
$50M)
Extensive experience in global service delivery models, as part of both service delivery and end-user
client teams; Managed and supported global vendor engagements
Established, managed, and led global IT Project and Portfolio Management Offices with leading
Canadian organizations in recent years
Managed IT start-up for a US-based consulting firm in the past and led growth of over 400% in less
than a year
Managed projects of wide variety, including application development, infrastructure hosting, merger and
acquisition, systems integration, application re-platforming, and service commissioning/de-
commissioning
Managed projects and programs with multi-million dollar budget responsibility (up to $10M), and with
large and global teams of IT professionals (> 50)
Closely worked with people at all levels, including CIO, Sr. VP IT, VP Finance, and senior Directors, in
both private and public sectors
Hired, coached, guided, and managed performances of direct reports at technical and project
management level (> 5)
Provided leadership in various roles in large and strategic business solution projects with leading
industry organizations:
New e-Governance application implementation with Saskatchewan Energy & Resources
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Global Project and Portfolio Management office implementation with Viterra, Regina
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Service transition for Financial applications with Bank of Montreal, Toronto
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Legacy-to-ERP migration of Banking and Financial applications with DBS Bank, Singapore
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Migration and Service Enhancement for US Billing system with MCI WorldCom, USA
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Data Warehousing and Business Intelligence application implementation with British Telecom UK
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IT modernization program with TATA Steel India
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Broad range of leadership skills obtained through working and leading teams in diverse work cultures
Strong communication, team building, problem solving and analytical skills
Education
1987 - Bachelor of Technology in Electronics and Communications Engineering - Indian Institute of
Technology, Kharagpur, India (Degree vetted in Canada by IQAS, Alberta, and earlier in the US by WES, New
Jersey)
Professional Development
2012 – PRINCE2 Practitioner certification (APMG)
2005 – PMP certification (PMI)
2009 – COBIT IT Controls and Governance workshop (IBM Canada)
2009 – ITIL Foundation V3 certification (APMG)
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2005 – Project Management workshop (IBM Global Services India)
2008 – Six Sigma Green Belt (PMI)
2009 – Govt Procurement & RFP/RFI/RFQ (Govt of Alberta)
2008 – Kepner-Tregoe Problem Solving and Decision Making workshop (Great West Life)
- Technical -
2002 – IP and Telecom applications - Amdocs. St Louis, USA
1999 – Object Oriented Programming with Java and C++ - Dept of Computer Sc., U of Iowa, USA
1994 – TELSTAR application development methodology - British Telecom, UK
1993 – JD Edwards CASE tool - Mahindra British Telecom, India
1992 – Advanced DB2 - Tata Steel, India
1990 – IBM Mainframe & related technologies - IBM Singapore
1989 – Unix, Oracle, C, and Report Writing - Tata Consultancy Services, India
Work Experience
Sr. Project Manager (IT) at FCI Accelerated Solution, Regina Aug 2011 – Jan 2013
New e-Governance Application Implementation- Saskatchewan Energy and Resources (SER)
Student Assessment Portal Implementation - Saskatchewan Ministry of Education (SME)
Hired to rescue a project that had impacted the critical path of a mission-critical program at
Saskatchewan Ministry of Energy & Resources (SER), with about $50M budget and of strategic
importance to Govt of Saskatchewan, successfully delivered the project on time on budget
By presenting a detailed risk analysis of the program, brought all the cross-Ministry stakeholders
involved in the delivery and hosting of the program on a common understanding on the risks and
consequences of failure, and obtained commitment on the delivery of overdue services and products on
a war-footing
o Led the delivery from war-rooms, and by rescuing the project saved possible multi-million dollar
program budget overruns to the Govt
Held accountable for timely delivery of support services by engaging senior level IT resources from the
hosting organization (ITO – shared pool)
Directly managed the expectations of multiple Ministries involved in the project, and indirectly managed
the same for a large group of stakeholders of the program, namely the Provincial Government of Alberta
and key industry partners
Captured, documented, and finalized the service level requirements, and established the service level
agreement between the Ministry of E & R and the hosting organization ITO
Defined, obtained agreement, and implemented release managem ent processes for the newly
developed e-Governance application (IRIS)
Provided management oversight to ongoing releases; reviewed quality of technical deliveries; resolved
conflicts and dependencies
Led cross-functional team of Manager-to-Director level resources from IT Enterprise Architecture, IT
Security, Release Management, Applications Management, Service Delivery, Operations and other ITO
functional areas
Managing an aggressive deadline, multiple GOS internal and 3 rd party stakeholders, and associated risks,
successfully delivered the hosting of a Student Assessment Portal for the Ministry of Education
Managed multiple other concurrent small projects for the Ministry of Justice, and Ministry of Advanced
Education, Employment, and Immigration (AEEI)
Implemented a Change Management Framework at FCIAS for support and implementation activities for
their proprietary product iTRAC (multiple COTS implementation)
Responded to Client RFPs, prepared Proposals, SOWs, Project Charters and other Project Documents as
necessary
Delivered management products in MS Project 2010, SharePoint 2007, MS Office 2007 environment
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Manager - IT PMO Jan 2010 – Apr 2011
Viterra Inc., Regina, Saskatchewan (International Grains Distribution & Marketing leader)
Led IT PMO start-up initiative through its initial challenges, and was responsible for bringing about a
culture change in project management and IT delivery vis-à-vis large IT Transformation (offshoring and
multiple M&As)
Established and served as a project and portfolio management go-to person for all IT functional units,
applications and infrastructure combined
Worked closely with the people in the senior rank and file of the organization, including 11 Application
Tower Managers, 5 IT Infrastructure Managers, 7 IT Directors dispersed globally, CIO and Sr. VP of IT,
IT Contract Manager, IT Business Analysis Practice Manage r, and Vendor Delivery Managers in order to
obtain necessary buy-ins and manage the changes effectively
Developed, implemented, and institutionalized PMO Portfolio and Project Management practices by
incorporating industry standard best practices refined with in-house lessons learnt on an on-going basis
Establishing desired controls in line with the Auditory requirements and as warr anted by the newly
adopted onsite-offshore IT Service Delivery Model
Implemented the PMO Framework globally across Viterra’s North American, Australian, and European
offices
Worked with the IT Business Analysis Office, Vendor Management Office Finance Dept, and other units
to align the IT PMO processes and standards with the practices and frameworks as existing and evolving
in those units
Built the PMO team by hiring new staff and providing coaching and mentoring on an on-going basis
Coached and provided support to 25 IT Project Managers and 16 IT Application and Infrastructure
Delivery Managers on matters related to newly adopted global IT Service Delivery Model through reg ular
knowledge-of-business sessions on PMO tools and processes
Assessed skill gaps of the PMs, procured 3rd party services, and arranged training sessions for the PMs
at regular intervals
Led and supported the evolution of the newly established Portfolio Management Practices, and closely
worked with the VP Finance, 12 Divisional Controllers, and IT Directors to manage IT Portfolio globally
Worked with the HR Transformation and Corporate Management Teams to facilitate management of
pre-merger deals and post-merger technical integration projects
Continuously strived to improve PMO’s Executive Reporting capability, and offered value -added solutions
to meet Management’s increasing information needs of complex nature
Provided PM hand-holding in large IT modernization and transformation projects, such a s corporate
administrative tool upgrade projects in HR and Finance units (PeopleSoft ERP), new e-Governance Portal
project in Customer Solutions unit, and Microsoft Technology Standardization projects in IT among
others
Led and facilitated Project Council, Project Scoring, and joint Portfolio Planning sessions
Reviewed projects, projects deliverables, and made recommendations to PMs and Project Sponsors on
improvements and recovery of troubled projects
Reviewed RFPs, Proposals, contracts, SOWs, and SLAs and assisted Vendor Management Office an d
project teams in contract management activities
Promoting PMO as a service unit and a change agent, collected regular feedbacks from stakeholders,
maintained relationships at all levels, and identified and implemented necessary adjustments in PMO
operations and process frameworks
Assisted IT functional units with on-demand development and delivery of tools and other assets, some
of mission critical nature
Assessed PMO’s capability vis-à-vis organization’s global expansion strategy, assessed gaps, assess ed
3PM tools, made recommendations to Sr. Management on end-state organization
Provided hands-on leadership on Project Server 2010 implementation initiative, and managed 3 rd party
vendor teams, Microsoft, and Microsoft recommended solution providers on configuration and
deployment activities
Contributed to and influenced Enterprise SharePoint solutions design and implementation as a enterprise
content management and collaboration tool; provided PMO leadership in managing dependencies
between various pieces of Microsoft Technology update initiatives (MS Exchange implementation,
SharePoint, Project Server)
Assessed IBM Rational, Oracle Primavera, and Project Server 2010 tools for Enterprise solutions
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Closely supported projects involving PeopleSoft 9.1 and IBM WebSphere in applications portfolio, and
Windows AD, MS Exchange, and Oracle technologies in infrastructure portfolio
Delivered management products in MS Project, Visio, Word, Excel, PowerPoint, Outlook (2003 versions),
GoToMeeting, and IBM Lotus Notes environment
Sr. Project Management Analyst (Program Service Level 5) Feb 2009 – Jan 2010
Government of Alberta, Dept of Energy, IT Strategic Planning
Worked with 6 senior level IT Application and Infrastructure Directors, and many Functional Managers
within the Ministry, to develop and implement a Branch-wide Project Management Framework, for IT
and Business alike
Closely worked with the newly formed IT Quality Management Team to keep the Project Management
Framework strongly aligned with the new and evolving Quality Management Framework
Implemented COBIT-aligned IT Controls as required by the Auditor General’s Office
Collected regular feedback from the Sr. IT Management Team, refined and improved the Framework on
a continuous basis, and recommended and promoted IT best practices
Established a roadmap for the evolution of the PM Framework into a Project Management Centre of
Excellence, aligned with the guidelines made available by the Alberta Premier’s office
Developed and presented IT project management standards, and reviewed other IT Standards, as a
member of the IT Standards Review Committee
Reviewed IT as well as Business RFPs on a regular basis as part of a consulting service provided by the
IT Strategic Planning office to other IT and Business uni ts within the Ministry, and guided the concerned
units on latest Government procurement/ RFX practices
Maintained and contributed to continuous improvement of the Ministry’s RFP Framework by maintaining
a strong working relationship with the Legal Services Unit, and by regularly capturing the lessons
learned from the past and present vendor performances
Delivered management products in MS Project, Visio, Word, Excel, PowerPoint, Outlook, SharePoint (all
2007 versions)
Sr. Development Lead Sep 2007 – Jan 2009
Canada Life IIIP, Regina, SK
Partnered with the Business Analysts (BA) to understand the changing business needs of the internal
clients: Assisted the BAs with intense data and functional analysis during requirements phases
Participated in requirements gathering and prioritization sessions to influence th e scope of the projects,
and assisted the BAs in determining and documenting the acceptance criteria of the project deliverables
Worked closely with the Sr. Architects of the Individual-Life Insurance Applications to assess the impacts
of the requirements on existing system designs, and evaluated options for optimal solution design
Estimated and tracked development effort of projects, performed regular risk assessment, and
influenced decision making by project management team
Worked with the team on managing project priorities, conflicts and issues
Maintained close working relationship with the BAs in regards to effective management of aggressive
project timeline and volatility of project requirements, which helped quick resolution of defects and
timely delivery of the projects
Contributed to IT standards and quality by inviting regular peer review of deliverables, and taking part
in review of specifications, software designs, and project documents delivered by the other project
teams; Championed the exemplary best practices as established by the IT Quality Team
Delivered technical products in Mainframe, DB2, SQL, CICS, and MS Office 2003
Director - IT Projects Delivery & Operations 2006 – 2007
Discoverture India Offshore Delivery Centre (India Start-up for US-based IT consulting firm)
Web-based Systems Integration – P&C Insurance
Reporting to the Executive Management team in the US A, managed and led IT projects delivery, IT
operations, and growth of the start-up offshore delivery centre
Managed IT infrastructure comprised of VPN, and clusters of Web and SQL servers
Delivered integration projects and applications support remotely for 3 major US Insurance clients
Supported company’s aggressive demand pipeline, and led the growth of the company from 20 to over
90 employees in less than a year in a fiercely competition market
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Led hiring activities and on-boarding programs; Managed allocation, utilization, and performance of the
employees
Provided leadership and direction to the project teams at requirements hand -over stages and ensured
effective knowledge transfer and strong partnership between the onsite and offshore teams
Led review activities of project deliverables to ensure that an appropria te level of application quality is
maintained throughout the project lifecycle before delivery
Served as a single point of contact for all escalations at the delivery centre
Managed project priorities and conflicts, and worked closely with 3 onsite A ccount Directors to manage
onsite expectations
Assessed skill gaps of project staff on an ongoing basis, provided coaching and mentoring, and arranged
3rd-party an internal training programs
Managed clients’ site visits, made presentations, responded to client information needs, supported
company’s other pre-sales activities
Delivered management products in MS Project, Excel, Word, Outlook, PowerPoint and Visio (all 2003);
gained deep understanding of Web Server technologies, VPN Networking, XML, J2EE environme nt
Project Manager – Application Management Services 2003 – 2004 2005 – 2006
IBM Global Services, India
Knowledge Transfer and Service Transition - Bank of Montreal (BMO) Financial Systems
Worked with BMO project teams onsite to understand the core financial applications and prepare the
stage for knowledge transfer to offshore delivery teams
Assisted the BMO project managers in understanding IBM Service Delivery Model by making
presentations and arranging knowledge of business sessions, and mentorin g them on an on-going basis
to understand and evaluate different options in order to make effective decisions
Led regular knowledge transfer sessions and status meetings with offshore teams
Supported IBM’s Account Management team on various pre -sales activities, and later remotely on after-
sales support and delivery
Contributed to and supported hiring activities at the concerned competency centres in IBM, conducted
interviews, and supported HR’s on-boarding programs
Managed over 30 IT professionals on internal projects, assessed skill gaps vis-à-vis project demand
pipelines, arranged as well as provided trainings, mentored and coached, and supported project
allocation activities
Managed projects with CMM L5 matured practices
Worked with over 25 other cross-functional project managers to build a project management community
at a single location
Provided leadership in managing client engagements and presentation activities at a single IBM location
Delivered technical and management products in Mainframe, D B2, IBM Rational, IBM Lotus Notes,
WebEx, and MS Office environment
Legacy to .NET Re-platforming - California State Govt Tax Management System
Worked as a subject matter expert on mainframe and teamed up remotely from India with the subject
matter experts at client location in the USA to lead the requirements re-engineering activities of the
legacy applications
Attended, facilitated, and led meetings held in different time zones on a daily basis to catch up and stay
with the project timeline
Decoded volumes of spaghetti code written decades ago to re-engineer the functionalities of the system
in the absence of any good documentation available, and validated the re -engineered specifications by
the SMEs based at client location
Worked closely with the .NET development team in India and the PMs in India and at onsite, and
managed the timeline of hand-overs of functional specifications between the teams
Guided the development team in understanding the required functionalities, and validated the designs of
the target system on an ongoing basis
Delivered technical and management products in IBM Lotus SmartSuite, Lotus Notes, Mainframe, .NET
and MS Office environment
CardLink to VisionPLUS Re-platforming - DBS Bank Singapore Financial Applications
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Led a team of project leaders at onsite client location to understand the target system requirements,
and delivered the high level design of system modules during the initial phase of the project
Delivered project plan, obtained necessary endorsements and approvals, and established the foundation
and approach for offshore delivery of the application that involved other 3rd party vendors for testing
and QA
Developed a team of 15 IT resources at offshore for development, provided leadership, and managed
delivery from IBM India delivery centre
Hired new employees for the team, contributed to and supported hiring activities in other teams and
accounts
Managed performances of the project staff, coached and mentored, assessed skill gaps on a regular
basis, and arranged trainings as and when needed
Managed project resources within a strong matrix organization
Managed the scope and schedule of the project on a fixed budget contract and managed the related
risks
Managed project communications and expectations of the stakeholde rs at various levels, in IBM and in
client teams, in this high visibility vanguard project in a multi-year service contract
Delivered technical and management products in Mainframe, DB2, CICS, IBM Rational RTC, SmartSuite,
Lotus Notes, VisionPlus, and MS Office environment
Sr. Systems Analyst 2001 – 2002
AMDOCS, St. Louis, US (Telecom Solution Provider)
Data Migration - Legacy to Oracle
Supported configuration and deployment activities of Amdocs flagship product at client locations from
company’s North American Development Centre in St Louis
Worked with the DBAs to understand the physical database design of the target system, and was
responsible for development of data migration scripts to convert Client’s historical and current data into
the new system
Carried out extensive research and analysis of client’s Legacy system data and their inter -relationship
Developed Cobol, C, SQL based procedures for pre-conversion data validation and post-conversion data
update activities
Customized Cobol based process layer and C based data layer functions
Developed application reporting functions using SQL, COBOL, and C
Coached intermediate level Application Developers
Delivered technical products in Unix, Oracle, SQL, C, and MS Office environment
Sr. Systems Analyst and Developer 1999 – 2001
MCI WorldCom, Cedar Rapids, US
Maintenance of Telecom Billing system
Represented Customer Database team in the 2-to-3 days long quarterly JAD sessions, with the 4 other
downstream and upstream teams involved in the mai ntenance of a large billing application, for scoping
of quarterly releases
Analyzed impacts of Business requirements for the release on Customer Database systems and
interfaces, evaluated different alternatives, and contributed to finalization of the requ irements and
solutions design
Earned reputation as a subject matter expert in designing innovative solutions to complex requirements
that helped meeting aggressive release schedules
Worked with the other teams to closely monitor dependencies and collisio ns, and take necessary early
actions to prevent schedule slippage
Developed new system functionalities, interfaces, and reports
Worked closely with the testing team during testing phases, and maintained strong relationship with
them that resulted in prom pt defects resolution and delivery; provided out of line support to testing by
creating test-specific code snippets to facilitate accelerated testing
Reviewed requirements specifications, technical designs and codes
Delivered technical products in Mainframe, COBOL, DB2, SQL, IBM Lotus Notes, and MS Office
environment
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Sr. Systems Analyst and Developer 1998 – 1999
First Union National Bank, Charlotte, US (now Wachovia)
Systems Integration – Retail Banking Merger
Worked with the Business users to prioritize and consolidate system requirements
Was responsible for design and development of new reporting functions and large batch processing
applications for the integrated banking system
Worked closely with he Business users during testing phase, tracked and resolved defects
Deployed new builds into production and provided support during the warranty period
Provided training to the Business end users on the new functionalities of the system on one -on-one
basis
Delivered technical products in Mainframe, APS COBOL, DB2, SQL, and MS Office environment
Team Lead – Systems Analyst - Developer 1993 – 1998
Mahindra British Telecom, India/UK/US
Cardiff Software Engineering Centre, British Telecom (BT), UK
Performance Tuning and Redesign of Marketing Divisi on Data Mart
Redesigned and developed the ETL routines for two core databases of the Marketing System Data Mart
for performance improvement on two counts - turnaround time and space requirement
Worked with the Sr. DBAs to understand impact of different alt ernatives available on designing the
solutions before finalizing the designs
Implemented the solutions, provided post -implementation support on an ongoing basis
Assumed full ownership of the tables on a gradual basis
Analyzed requirements for updates in an online transactional system, designed and developed the new
and updated transactions, and delivered on an aggressive timeline of the mission -critical project
MCI Telecommunication, US
Database Migration - Telecom Billing Application:
Assumed leadership on the development front within a short time period after joining the team and
project late
Worked closely with the veteran members of the team and built up a momentum in the project, adopted
innovative approach in carrying out the development activities, and helped deliver a mission critical
project on time for implementation that was behind schedule
Obtained peer review on delivered technical designs and codes, and reviewed technical designs and
codes delivered by other team members, as per project’s quality management plan
Supported deployment of new builds into production
Provided post implementation support on an on-going and rotational basis
Assisted consulting organization’s (MBT) local and country head offices on various administrative
matters
Delivered technical products in Mainframe, COBOL, DB2, TERADATA, SQL, IBM Lotus Notes, JD
Edwards, and MS Office environment
Team Lead (Information Technology) 1992 – 1993
TATA STEEL, India
IT Modernization program
Worked with the corporate functions to prioritize and consolidate system requirements for
modernization projects
Delivered high level application designs and technical specifications
Supervised a large team of developers (>10), monitored development activities, resolved conflicts, and
reported to senior management and the customers
Liaised with the suppliers to ensure timely delivery of dependencies
Provided training, orientations, and other knowledge building sessions for the new hires
Was responsible for setting up of performance objectives for the team and carrying out performance
appraisals
Delivered technical products in Mainframe, DB2, SQL, CICS, CSP (IBM Code Generator) environment
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Skills & Competencies
Management: Global Service Delivery, Sourcing & Procurement, RFP/RFI/Contra ct Management, Proposals,
Client Engagement/Presentation/Liaising, SLR and SLA, Business Case, IT Portfolio Management –
Strategy/Selection/Roadmap/Planning/Resourcing/Execution, Project Charter/Initiation/Resourcing, Budget
Control, Planning & Scheduling, Monitoring & Tracking, Change Control, Risk & Issue Management, Project
Communications & Reporting, Dashboard Implementation, Quality Assurance & Control, Delivery Assurance,
Project Review/Audit, Lessons Learnt Facilitation/Analysis/Process Improvement, Process Gap Analysis, PMO
Start-up & Implementation, PMBOK, PRINCE2, CMMI Maturity Framework, ITIL V3, COBIT 4, RUP, Agile
Technical: Full SDLC, Requirements Workshops, JAD Sessions, High and Low Level Design, Coding & Unit
Testing, System Integration & Regression Testing, Test Plan, Test Management, Code Deployment,
Documentation, End User Training, Production Support, Waterfall and Iterative Methodologies (RUP)
Tools and Technologies: IBM Mainframe, DB2, SQL, Stored Procedure, COBOL, CICS, TERADATA, UNI X,
ORACLE, C, C++, Java, JavaScript, ASP, HTML, VB6, Test Director, Remedy, MS Office 2003/2007 (Project,
Excel, Visio, Word, PowerPoint), MS Outlook, PeopleSoft 9.1, VisionPlus, .NET, Windows/SQL Server, Citrix,
Active Directory, MS Exchange, SQL Server, IP Networking, CSS, ASP, XML, IBM WebSphere, IBM Lotus
SmartSuite, Lotus Notes, IBM Rational RTC, WebEx, GoToMeeting, Project Server 2010 and SharePoint 2010
Content Management Tool
Leadership: Strong verbal & written communication skills, frequent large presentations and intensive
documentation; Ability to lead, collaborate, and build consensus; Demonstrated analytical and problem solving
skills; Self-starter and self-directed; Proven change agent & leader
Interests: family and friends; community; travel; history and culture; inspirational reading; cultural events;
visual and performing arts; science and technology; current affairs; world cuisine; teaching and coaching;
photography
Mantra: “We are what we repeatedly do. Excellence, then, is not an act, but a habit” – Aristotle
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