Pinaki Bhattacharyya B. Tech., PMP, PRINCE*P, ITIL-V3 Foundation, Six Sigma Green Belt

***-*** **** ***, ******, SK S4R7V3, Canada

306-***-**** (M) 306-***-**** (H)

ab9cqw@r.postjobfree.com

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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