Snehal M Bhutkar

E-mail:abogvs@r.postjobfree.com

Citizenship: Canadian Permanent Residency

Profile:

A solution focussed professional with over 12 years experience in

Process/Project Management, Project Governance and Quality Assurance, with

extensive knowledge of best practices driving high performance

organizations.

I have a strong technical background and have successfully implemented

Quality Management programs, with a hands-on stakeholder management,

consulting, mentoring and coaching approach, to take an organisation

through the transition from being assessed at CMMI Level 2 to CMMI Level 3.

Specialties:

. Strong Coaching, Facilitation, Advisory, Quality Assurance & Continual

Improvement skills

. Process Excellence, Lean Six Sigma, BPM, Business and Process

Architecture

. Portfolio, Program and Project Management (PMBOK) - PMI/PMP Certified

. Software Development Methodologies & Best Practices (CMMI)

. Service Management Methodologies (ITIL, CMMI, ISO/IEC20000, ISO/IEC

15504)

. Quality Management System (ISO/IEC 9000)

. IT Governance, COBIT

Education:

. Postgraduate Diploma in Computer Science

Macquarie University, Sydney, Australia (1999 to 2001)

. Masters in Business Administration (M.B.A)

University of Pune, India (1995 to 1997)

. Bachelor Of Engineering (BE - Electronics & Computer Science)

University of Pune, India (1992 to 1995)

Certification:

. Progress Software

Progress Software, Sydney, Australia (1999)

. Project Management Professional (PMP)

PMI (2010)

. ITIL Foundation V3 (2013)

Experience:

Organization: Telstra

Position: Capability Maturity and Improvement Manager

Duration: June 2012 to Current

I am responsible for ensuring the measurement; methodologies and

technologies are in place to effectively support the service management

capability maturity and improvement. These standards are applied

consistently across Telstra's Service Management Framework, with a focus on

increasing the quality of service and reducing the cost to deliver. This

includes:

. Developing strategies to ensure customer satisfaction and quality of

service directly feed into the maturity framework

. Regularly review performance to track compliance, performance and

maturity of capabilities

. Influence the program of work to ensure it delivers outcomes based on

business priorities, customer expectations and defined maturity and

quality standards

Achievements:

. Established a robust governance framework to align process improvement

decisions to the Integrated Service Management strategy, objectives and 3-

year roadmap.

o Chairing of the Executive Steering Group and Community and

Practice.

o Established the operating rhythm of meetings for prioritization of

initiatives, execution and implementation the improvement

initiatives.

. Implemented Data quality checks of Remedy tickets, to enable reporting

and tracking of the performance metrics to support and prioritize

capability uplift initiatives.

. Designed and established maturity improvement reporting to senior

management.

. Procured and managed the implementation of Service Management (SIM) tool

to collect and track all improvements and assess maturity of the Service

Management Framework against ITIL, CMMI, COBIT, Compliance to ISO/IEC

20000 and Capability against Standard of ISO/IEC 15504.

Organization: Commonwealth Bank of Australia

Position: Manager Project Assurance and Advisory

Duration: Dec 2010 to June 2012

As Project Assurance and Advisory Manager I carried out governance and

quality management responsibilities in the Enterprise Service Project

Management Office (ES PMO) for Wealth Management (WM) & Institutional

Banking and Markets (IB&M) Business Units. I successfully engaged with the

Project/Program Sponsors, Steering Groups, Project Managers, and project

delivery stakeholders to improve the practice and results of Project

Management. I planned, managed, executed and supported project governance

and quality assurance processes with an objective of improving the quality

and performance of the projects.

Achievements:

. Provided support to Project Managers in preparing for Business Case

Reviews with Architecture Review Board (ARB), IT Operations, Delivery

Managers and Project Governance and Strategy Implementation Executives

for submission to Funding Approval body.

. Consultation in Project Initiation and Planning: Provided information,

advice and support for starting projects and project managers, including

presentation of lessons learned from previous projects.

. Phase Gate Review: Successfully conducted number of Phase Gate Reviews

and provided value add advisory services to projects to ensure successful

delivery. This included:

. Structured Project Quality Reviews between major project phases to

ensure adherence to CBA's project methodology and delivery to approved

business case.

. Collecting learning's from various projects and providing them to the

project so that they benefit from the experiences resulting in

continuously improving and maturing the Bank's project methodology.

. Health Check: I Identified at risk projects, initiated and successfully

conducted Project Health Checks for the following projects:

. Global Asset Management Business Transformation Program ($13m, 3year,

3streams)

. Engaged with Program Manager to plan approach, including Health

Check objectives, scope, focus areas, stakeholders to interview and

schedule.

. Organized and conducted interviews with key stakeholders as

planned.

. Analyzed, drafted, reviewed, agreed findings with Program Sponsor,

Program Manager, Program Steering Group and Project Managers.

. Presented recommendations and planned actions for risk mitigation.

. ATM Refresh: Successfully conducted Health Check and agreed

remediation actions with the program manager.

. Post Implementation Review (PIR): Successfully completed PIRs for number

of projects. Activities I conducted were:

. Engaged with the Project Manager before project closure to plan PIR

activities with completion schedule, stakeholder involvement,

learning's collection approach (Surveys, workshops, interviews).

. Organized and facilitated interviews/workshops to elicit project

learning's from the project community.

. Captured lessons learned and actions to be applied in future CBA

projects to further improve project execution and delivery capability.

. Conducted assessments of project performance at completion against

plans, including analysis of both quantitative and qualitative data

(cost, benefits, and schedule) collected from customers, team members,

vendors, and other stakeholders.

. Assisted with drafting the PIR document, review & approvals and noting

to Funding Approval Body.

. Programs/Projects: Other than various small project ($1m - $2m) PIR' s

some of the big programs and projects I facilitated PIR activities for

were:

. First Choice Enhancements program (FCE) ($11.8m, 3yr, delivered in

7 initiatives) - I co-ordinate and conducted Learning's gathering

workshops at initiative and program level, compiled learning's and

project performance data across all initiatives and facilitated the

PIR to completion.

. Apollo/ RAPU program ($5.8m, 2yr)

. Global Fixed Interest Credit and Cash ($9m, 1.5yr)

. Established Access based tool for tracking and reporting of Governance &

assurance activities, reducing time spent, enabling more time for the

team to spend on core activities.

. Facilitated process improvement through supporting the organizational

learning cycle, participating in group-wide initiatives and defining,

analyzing and reporting performance metrics relating to project

governance processes.

Organization: Canon (Canon Information System Research Australia)

Position: Senior Quality Analyst

Duration: April 2007 to Dec 2010

As a Senior Quality Analyst, I successfully initiated and supported the

development, analysis and enhancement of CISRA's software engineering

processes with the goal of achieving increased quality processes, reduced

cost and shorter schedules. I embedded new software development policies,

processes, guidelines, tools and templates into the organization through

excellent relationships and collaboration with R&D Managers, Team Leaders

and Team members, to take the organization from CMMI (Capability Maturity

Model Integration) maturity Level 2 to Level 3 in 3 years.

Some of the responsibilities I carried were:

. Provided detailed process analysis of New Engineering initiatives.

. Developed and implemented improvement processes for new and ongoing

projects for streamlining their integration into organizational

initiatives.

. Provided strong utilization of design, implementation and testing

methodologies across all New Engineering initiatives across the board.

. Heavy involvement in change management and continuous improvement

analysis.

. SQA/quality/process improvement of Software development and Project

Management techniques.

Achievements:

. Management of the Process Improvement Program of work

. Translated CiSRA's process improvement goals and objectives into 3

year plans and yearly roadmaps.

. Maintained continuous alignment of program scope with strategic

objectives, and made recommendations to modify the program to enhance

effectiveness towards business result and strategic intent.

. Built credibility, established rapport and maintained communication

with stakeholders at multiple levels.

. Managed initiatives, including scheduling, issues and risks

management, monitoring and reporting while working to ensure the

ultimate success and acceptance of the program.

. Process Management (PrM)

. Established, chaired and co-ordinate the EPI (Engineering Process

Improvement) group responsible for developing, implementing and

continually improving the process improvements.

. Established Terms of Reference and chaired the EPI advisory Group

chartered with subject matter expert representation from the

technical divisions to review and approve the process artifacts.

. Established and chaired the Process area Focus Groups for

development of the process capabilities with technical writers and

subject matter exerts.

. Defined CiSRA's Process Improvement Policy along with senior

management to govern improvements to the software process framework

for CiSRA - APEX (CiSRA Process for Engineering R&D Excellence) in

line with the SEI's CMMI framework.

. As a Subject matter expert, influenced, reviewed and ensured alignment

of the Project Management, Technical Solution (Requirements, Design,

Testing) and Support processes (Measurement & Analysis, Review,

Configuration Management) organization level policies to the strategic

goals and objectives.

. Co-ordinated deployment of subversion to ensure document control of

the process asset library.

. Provided design requirements for development of Wiki to host the

process methodology and on-going communications with the community.

. Developed the Process Tailoring guidelines and tool to support the

understanding and adoption of the newly developed processes. Helped

Managers and Team Leaders to plan and tailor processes to be used in

their project across all 61 Technology development and productisation

projects in CiSRA.

. Piloted, implemented and maintained the standard software engineering

and project management processes, guidelines, templates and tools in

consultation with the engineers and subject matter experts.

. Process Quality Assurance (PQA)

. Developed and implemented the Process Quality Assurance framework.

. Planed and conducted project process assessments for compliance with

defined standards.

. Issued independent PQA report to the Project Manager, EPI Manager and

Executive Director.

. Collected project compliance data, performed analysis for trends and

process improvements.

. CMMI for Software Development & Project Management Process Area

Improvements:

. Measurement & Analysis:

. Established the Measurement & Analysis process area, including

policy, process, and templates.

. Support projects to plan their measurement activities, collect,

track, report and analyze measures.

. Developed the Measurement Guidelines:

. Identified and defined measurement goals for Quality, Cost, and

Delivery.

. Established mechanisms to capture metrics, with an explanation

of their usage/objective and usefulness, providing thresholds

for the performance indicators.

. Review:

. Implemented the Review processes in 60 projects with 250 staff

members through one on one consultations, mentoring and follow ups.

. As a member of the Verification and Validation Focus Group I was

responsible for commissioning and driving the implementation of

changes in the Review tool set and processes, the peer review

process and a number of initiatives in the Verification and

Validation process.

. Analyzed the review data for review and test defect trends.

. Project Management:

. Successfully co-coordinated the implementation of the project

management solution EPM (Enterprise Project Management), a

SharePoint based end-to-end collaborative project and portfolio

environment with the Project Management Office (PMO).

. Collaborated with the vendors for implementing the solution,

customization to CiSRA's project management requirements,

coordinating trainings, defining the support system, helping teams

set up their projects in the system and using it.

. Conducted Phase Gate Reviews to ensure readiness of projects as

agreed to move to next phase.

. Successfully organized Post Initiation Project Reviews for 41

projects. This involved gathering review requirements from the

Executive Management. Mentoring and guiding Managers and Team

Leaders in the preparing for the review.

. Requirements Management:

. Helped projects in establishing their Business, Functional, design

and test requirements traceability in DOORS (Dynamic Object

Oriented Requirements System), a tool for Requirements Development

and Management. The client was impressed with the usage of the

system.

Organization: ING DIRECT

Position: Quality Analyst

Duration: April 2005 to April 2007

As a Quality Analyst, I successfully delivered IT processes and guidelines

in line with the CMM/CMMI (Capability Maturity Model) framework. My focus

and passion was to work across the internal IT and business representative

groups for compliance, assurance and continual improvement of the banks

internal CMM project management and software delivery methodologies.

Achievements:

. CMM/CMMI (Process Documentation)

. Successfully defined and authored CMMI process area documents as

required by the IT department.

. Maintained the IT department process documentation including releases,

communication updates on the Intranet using Microsoft FrontPage.

. Created Proof of Concept for usage of SharePoint as the IT process

document repository and site.

. Provided support to the shared service tools for IT Department.

. Maintained all internal Quality Assurance and Control (QA&C) Team

Process documentation.

. Maintained the release schedule for the Production services team.

. Software Quality Assurance (SQA)

. Successfully developed and implemented the Software Quality assurance

program.

. Increased efficiency of the SQA process workflow by deploying the

audit checklists, project information lists and audit operational

rhythm in SharePoint.

. Conducted SQA audits and reviews of assigned projects using the

defined SQA process to ensure compliance against established policies,

processes and standards.

. Issued an independent SQA report to the IT Project Manager, Delivery

Manager, QA&C and Executive Director, IT.

. Measurement & Analysis

. Collected metrics generated by the projects across CMMI Process Areas

(eg. via QA reviews, Lessons Learned reviews, IT Survey results and

change management process) in a central repository.

. Sought feedback from the business users on the performance of the IT

processes and tools.

. Analyzed data collected for accuracy and trends and suggested reuse

and areas of improvement.

. Process Improvement And Engineering (PRIME)

. Support, guide and help implement the process improvement initiatives

for the IT team.

. Completed number of Process Improvement initiatives for design,

estimation, work product reviews.

. Carried out a Lean Six Sigma project as part of the internal Lean Six

Sigma Green Belt certification, for identifying improvements to the IT

Change Release advice process and submitted a proposal to close the

gaps.

Organization: Electronic Data Systems (E.D.S)

Position: Information Analyst

Duration: Jul 2004 to Apr 2005

Client: Sprint Ltd. (Sprint is the largest telecommunication

company in the US.)

As an Information Analyst with EDS, I successfully maintained and delivered

small and large application changes to

Aces Dispatch1, an ERP systems application developed by Astea

international, Pennsylvania based Software Company,

Part of the National Integrated Business Systems (NIBS), a suite of

applications designed to meet Field Service

Management needs.

Achievements:

. Conceptualized, designed, constructed, tested, and implemented portion of

the business and technical information technology solutions through

application of appropriate software development life cycle methodology.

. Provided 24 X 7 support to production and test instances (UNIX boxes) of

the application.

. Assisted the Project Managers in planning IT project processes /

practices and executing them in line with the guidelines to ensure

quality of IT delivery.

. Prepared for and provided responses to QA audits on project management

processes as per CMM level 5, for which EDS is certified.

. Conducted internal reviews and audits to identified, escalated non-

compliance and changes from baselines, escalated to management and

auctioned/closed the non-compliance. Improved projects process quality

compliance from 50% to 90%.

. In addition to team management and work-assignment activities I was also

involved in cost and resource estimation, work scheduling, issue

resolving, project tracking.

. Collected and generated Metrics Reports - LMR (Local Measurement

Repository)

. Performed Causal Analysis, Decision Analysis.

. Successfully interacted with the client to gain an understanding of the

business environment, technical context and organizational strategic

direction resulting in high client satisfaction.

Organization: One.Tel

Position: Software Developer

Duration: Dec 1998 to Jun 2001

Project: OneBill - was the billing application system

used by One.Tel.

Organization: Lee Hung Technical, Singapore

Position: Software Developer

Duration: July 1997 to Dec 1998

Glossary

. Telstra (www.telstra.com.au)

An Australian telecommunications and media company, building and

operating telecommunications networks and marketing voice, mobile,

internet access and pay television products and services.)

. Commonwealth Bank of Australia (www.cba.com.au)

Is an Australian multinational bank with businesses across New Zealand,

Fiji, Asia, USA and the United Kingdom. Commonly referred to as the

Commonwealth Bank (or Commbank),[3] it provides a variety of financial

services including retail, business and institutional banking, funds

management, superannuation, insurance, investment and broking services.

The Commonwealth Bank is now the second largest Australian listed company

on the Australian Securities Exchange as of January 2008 with brands

including BankWest, Colonial First State Investments Limited, ASB Bank

(New Zealand), Commonwealth Securities Limited (CommSec) and Commonwealth

Insurance Limited (CommInsure).

. Canon (Canon Information System Research Australia) (www.cisra.com.au)

Established in 1990, CiSRA is the Australian R&D Centre for Canon Inc.,

the world's leading provider of cameras, business solutions, and imaging

& information technologies. CiSRA's core competence is digital imaging

technology.

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