Project Management

DEEPAK PUNDIR, MBA, PMP

** ******* ****** ******* ** Canada L6B 0H6 416-***-**** abou13@r.postjobfree.com

Dear Sir/Madam,

In reference to your job posting, I would like to bring the following value proposition for your consideration:

EXECUTIVE SUMMARYSeasoned Project and Program Management professional with more than 13+ years of experience delivering organizational goals through seamless execution of high impact Projects and Programs and Management and Operation of Project/Program Management Offices (PMO) including strategic planning, project prioritization, monitoring, tracking, reporting, and implementation of global best practices in Project/Program ManagementEnergetic visionary with capability to turn strategy into reality by implementing project and program management excellence; Demonstrated ability to lead Program Management Office (PMO) and achieve unprecedented results. Dynamic leader and articulate communicator with a talent of developing high performance teams who was recognized as The Best People Manager An Accomplished Relationship Manager with demonstrated experience in managing relationship with Senior Executives, Clients, Vendors, and Business PartnersTrack record of successfully managing small and large scale complex projects and programs using best in class Project Management Methodologies and incorporating Project Management standards and applying best practicesConsultative approach in development and implementation of high impact programs through development of execution frameworks/methodology and roadmap, business case development, financial management analysis (IRR, NPV, Breakeven), defining and implementing performance metrics and KPIs, monitoring and tracking performance, and reporting to senior executives (VP, SVP, EVP, and CxO level)Master of Business Administration (Strategy & Finance), Project Management Professional (PMP), Six Sigma Green Belt, Canadian Security Course (CSC)

EXPERTISE

Strategic Planning and ExecutionEnterprise Project Management Office (EPMO)Financial, Risk, and Resource Management Methodologies – PMI, Waterfall, Agile, Prince 2, SDLC, SILCStakeholder Management and Dashboard ReportingPeople Management and Team BuildingProject Portfolio Management (Systems – Clarity, Planview)

SELECTED ACHIEVEMENTLed Annual Project Portfolio Planning for Technology & Operations EPMO at Bank of Montreal by project prioritization and allocating $430 millions of available funds compared to $630 million demand across Discretionary, Mandatory, and Maintenance programs and projectsSaved $120 million by leading Global Resourcing Program at Royal Bank of Canada to improve Technology & Operations operating leverage by outsourcing of non-core business processes and legacy systems to a service provider in IndiaLed Enterprise Finance Transformation disaster recovery initiative at RBC to reduce the loss of $60,000 per day in write-off resulted due to more than 35,000 unresolved backlog of financial transactions Led development of Enterprise Program Management Office (EPMO) at Technology & Infrastructure Citigroup Japan from scratch to a team of 12 professionals. Within two years the group was managing around 30 initiatives with a budget of $625 Million

RESUME

PROFESSIONAL EXPERIENCE

RichardsonGMP Wealth Management (GMP Capital Ltd), Toronto Canada, (January 2012 – May 2012)

Senior Manager, Project Management Office (PMO)Improved Project Management Maturity to Level 4 by identifying gaps and implementing best practices in project prioritization approach, project management methodology, risk management, PMO procedures, standards, governance structure, templates, and dashboard reporting Provided end-to-end oversight on business initiatives from project inception through execution and closure; Monitored, tracked, and reported on budget, schedule, financials, risk, and issues to Executive Committee Led selected business initiatives, ongoing project portfolio planning, capacity planning, and resource leveling by collaborating with IT, and Business Partners

Bank of Montreal, Toronto Canada, (Aug 2010 – Dec 2011)

Director, Enterprise Program Management Office (EPMO)Led annual project portfolio planning by reviewing business cases and assessing projects and programs on strategic alignment, financial benefits (Revenue, NIX, Development Spend, NPV, IRR, and Breakeven), internal and external benchmarking, and operational risk Closely monitored projects and programs from initiation through implementation on schedule, cost, financial benefits, and KPIs and investigated variances in actual vs. plan; Identified specific risks and issues with the initiatives and escalated as appropriate; Conducted business judgment meetings to assign status on each initiative in the portfolioManaged relationship with executives and other key stakeholders across IT for project prioritization, execution, monitor, track, and report Discretionary, Mandatory, and Maintenance project portfoliosLed development and deployment of CA Clarity application Functional Roadmap and planning for the retirement & decommissioning of existing project and portfolio management systemsDeveloped Enterprise Strategic Initiative Management framework by implementing best practices and standards in project / program and Portfolio Management; Conducted learning sessions for project managers and advised business partners on the standards and approaches for reportingDeveloped management reports, maintained performance scorecards, tracked initiative on regular basis, and developed various enterprise reports on business initiatives for Management Committee (chaired by CEO), Enterprise Investment Committee (headed by CFO), and Tollgate Review Committee (chaired by CTO)Led a team of project managers and business analysts by setting their goals and objectives; engaged in hiring of resources based on annual resource management plan and managed their training and development plan

Royal Bank of Canada, Toronto Canada (May 2007 – Aug 2010)

Senior Manager, Program Management Office (PMO)Provided end-to-end oversight on Global Resourcing Program to improve operating leverage (reducing fixed cost in people and systems) of business by identifying non-core processes and assessing systems and technology needs to outsource processes, systems, and applications to a sourcing provider in India Developed five staged program methodology, change management strategies and execution roadmap, governance structure, deliverables, templates, risk management & compliance requirements, control standards, for Program Management Office (PMO)Led business case development and executive presentation by performing financial analysis (including cost benefit, NPV, IRR), researching best practices, developing solutions, roadmap, and recommendations for potential cost saving opportunity Developed performance benchmarks and post implementation metrics to monitor and track operational performance; Collect and analyze data from various sources; Develop various standard and ad hoc reports for various stakeholders

Managed Enterprise Finance and RBC Payments & Trade Transformational initiatives to save total of $44 million in NPV through process optimization, technology optimization, and outsourcing of non-core processes; Developed post-implementation performance metrics for dashboard and operational reports

Citigroup Inc., Tokyo, Japan (2004 – 2006)

Director, Enterprise Program Management Office (EPMO), Technology & InfrastructureManaged departmental budget of $1.8 million and a team of 12 project managers and analysts to lead execution, monitoring, tracking, and reporting of projects and programs with budget ranging from $500,000 to $25 millionDeveloped and managed project intake process for discretionary and maintenance projects by ensuring projects are strategically aligned to the business objectives and the organizational goals, tracked schedule and budget, prepared long term planning and forecasting of potential projects, secured financing and resourcesDeveloped and communicated governance structure, project management methodology, and deliverables; coached project managers to analyze the project requirements, develop detailed project plan, and ensured appropriate program / project risk management practice is in placeEvaluated performance of projects and programs based on schedule, cost, and risk management guidelines; Assigned status and developed status reports for Executive Steering CommitteeManaged relationship with six vendors providing services for product support, application development, maintenance, outsourcing, and system implementation; managed vendor evaluation and selection process, SLA development, performance tracking and reporting, and development and management of contractsManaged operations of Enterprise PPM system (Planview), overseeing management of Planview Steady State operations, user support and ongoing functional evolution and configuration management of the platform to enable business valueAwarded with The Best People Manager of the year

Hartford Life Insurance (India, Japan)

Program Manager (2002-2004), Project Manager (2000 -2002) – Project Management Office (PMO)Led individual Life & Health account opening and claim processing optimization initiative to streamline end to end business processes and upgrade technology. The project saved $5.5 million in overhead and maintenance and improved efficiency by more than 22% Managed "Technology Integration" program involving four system integration projects across AsiaPacific. The program successfully achieved its objective of 30% less investment in systems, infrastructure, and resourcesSuccessfully completed $2.3MM Standard Operating Environment (SOA) implementation project across Hartford Financials Asia Pacific region. The project reduced department's IT cost by nearly 28%Provided guidance and support to businesses on Project Management methodology, tools and guidelines and ensured project and risks are appropriately escalated and communicatedCollaborated with business units and subject matter experts to gather and analyze requirements, prepare detailed project plan, secure project financing and resources, prepare and track budget, and manage project riskPrepare regular project status report and communicated to various functional heads in a matrix environment

Cognizant Technology Solutions (India)

Associate (1998 – 2000)Led web-based status tracking project that improved more than 60% efficiency in maintaining inventory Awarded with certificate of excellence for "The Best Managed Project of The Year" for managing Web Based Status Tracking System

EDUCATION

Rotman School of Management, University of Toronto, Toronto, ON

Master of Business Administration (Strategy & Finance), 2008Recipient of international students scholarshipVice President, Finance Association

National Institute of Technology, Rourkela, India

Bachelor of Engineering (Electrical), 1998 Joint General Secretary, Dept. of Electrical EngineeringRanked among top 0.25% candidates in Common Entrance Examination for Engineering

ADDITIONAL INFORMATIONProject Management Professional (PMP-2004), Member of Project Management InstituteCanadian Security Course (CSC)Proficient in MS Project, Visio, MS Office (Excel, PowerPoint, and Word)Project Portfolio Management (PPM) Systems: CA Clarity, PlanviewIT Systems & Technology: Certified Oracle (8i and 9i) Database Administrator, SQL Server 7.0, Pl/SQL, JAVA, ASP, .Net, IBM Cognos v8, PeopleSoft CRM CA Clarity, Planview, Data Warehousing and other BI tools

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