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Project Manager

United States
December 06, 2017

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Sangita Tiwari


Program Manager/Project Manager/PMO/Agile PM/Business Process Improvement Manager

** ***** ** ** ********** in Program Management, Operations, leadership roles and team management; Extensive management experience – ADM,AE projects using Agile, Waterfall, Iterative methodologies; Middleware SOA and ESB projects

Spearheaded several corporate strategic program management initiatives, change management initiatives; Defined, tracked and monitored several project plans and its deliverables, inclusive of status reporting

Spearheaded Quality Management/Improvement/Transformation as per ISO/CMM/CMMi/ PCMM/ ITIL V3/Lean six sigma methodologies

Operational Excellence; Excel in Process Re-engineering and improvement (Process Formulation, Kaizen, 6S, Value stream, SEPG function, proactive health checks, Process Capability Baseline) across Development/ Maintenance projects/Support groups, Risk Management, and Disaster Recovery Management


Program/Project Management --Capable of leading high performing teams under tough deadlines, to meet expectations of multiple customers.

Problem solver – Creativity and forethought in solving complex program/project issues, Analytical skills

Waste reduction – Lean Six Sigma Process Implementation Champion;


Bachelor of Engineering (BE - Computer Science), Dr. Babasaheb Ambedkar Marathwada University, India, Year of Passing – 1996.

Post Graduate Diploma in Business Management, Dr. Babasaheb Ambedkar Marathwada University, Year of Passing -- 1997

Certified Project Management Professional (PMP) by PMI, USA -- 2004

Certified Software Quality Analyst (CSQA) by QAI,USA – 2001

Certified Scrum Master (CSM) by Scrum Alliance, USA -- 2016

Certified ITIL V3 Foundation -- 2008

Certified ISO Lead Auditor -- 2001


HCL America Inc /US ( Sep’ 2016 – Nov’ 2017

Program Manager

Client: Entergy Corporation Inc, New Orleans, LA

Project Manager

Established practice and Implemented Managed File Transfer in the Organization, a 1million project and ensure smooth file transfer across multiple external vendors for 220 interfaces

Accountable for delivery of TIBCO projects.

Lead the overall IT solution that includes infrastructure requirement and application implementation roadmap

Managed and Track Product Backlog and Sprint Backlog

Analyzed the existing functionality via physical servers in DMZ, Lead requirement gathering, design and implementation of TIBCO MFT.

Resource identification and loading in project

Active participation in scrum, Iteration planning, daily scrum, Retrospective, review meetings; Ability to accommodate and test the newly proposed changes at any point of time during the release.

Conducting Daily, weekly Defect triage meeting with offshore and onsite teams to discuss the issues and concerns

Weekly status reports to all the stakeholders

Partner with the Client's Business Analysts team and Enterprise Architect team at Client for Service Discovery and Analysis exercises based on the Service Oriented Architecture methodology.

Assist in the development, design and implementation of application Components using TIBCO MFT, BE, BW.

Understanding various software systems and providing technical architecture for middleware components.

Responsible for designing & developing reusable frameworks to speed up the development process.

Assist in design of complex, global or strategic development projects. Identify and address interfacing functions and applications

Collaboration and coordination with External vendors (JPMC, Citi, Capital One, AON Pension, Aetna, BCBS, Enshape, Liberty Mutual etc..) in defining and setting up integration solution

Coordination with Business and Functional Team and maintain Product and Sprint Backlog

Risk Management and Monitoring

Coordination with Infrastructure team in setting up the required Infrastructure for the project

Coordinating and driving change requests

Interaction with cross-functional team to enable timely achievement of milestones

Collaboration with different client partners/vendors in delivering the project


Unclear Product Backlog, Requirement Analysis and information existence, Co-ordination among multiple stakeholders

Tools and Processes

TIBCO MFT product suite, PWA for project management workflow, MS Project for project scheduling, MS Visio for process workflow and design, Agile Scrum Methodology for execution of the project


Standardized file transfer process in the organization via Tibco MFT product

Operational productivity enhancement by eliminating manual process transfer and implementing automation secured layer of file transfer within fraction of seconds

Enhanced security of files received form external vendors, with a two layer authentication process

Appreciation from the client, for timely delivery and handling issues effectively

HCL Technologies Ltd, Noida, India/US ( Nov’ 2007 – Aug’ 2014


Clients: Ann Taylor US; TRW US(MI)-UK-Asia(MLY); Dr Pepper and Snapple (NY); Elsevier (NY);RDA(NY);Symantec; HCL Global

Program Manager/Change Manager:

Lead, directed and managed several strategic initiative of organization like Engagement Management Program with team of 15; Reduction in project management effort by 40% and strengthened company’s business by bringing more clarity and visibility

Guided and coordinated with several teams and departments in designing and developing projects through production stage

Collaborated with management teams to deliver assigned programs – Developed group and individual timelines, assessed/identified potential bottlenecks in each project/program process

Developed and initiated internal processes to improve program delivery within specific timeframes

Defined the manpower, resource requirements and deadlines of the project according to the set objectives and allocated resources accordingly.

Managed teams working on different programs and smoothed out any areas of possible conflict.

Evaluated the timely performance of different teams working on a project and documented the progress accordingly

Ensured that all programs were executed within established time period and complied with the defined standards.

Risk management and monitoring; Timely escalation as per the governance mechanism

Steering Committee presentation of program progress and issues if any on identified regular frequency

Managed another strategic initiative of Operational Effectiveness by overseeing, monitoring and controlling resources effecting the project margins like bench, attrition etc.. across business units

Business Process Improvement Manager

Created new revenue streams through Framing Process strategy and solution for business prospects along with Sales; Handled successful process transitioning for customers (100M + worth deals)

Process solution in at least 20+ large deals TPA/Equatora requirements; Framed and delivered process procedure manual to various clients as part of process harmonization exercise

Plan and manage process strategy aligning business goals with technology solutions to drive process improvements, building a competitive advantage aligning with several industry standards

Communicate with client to assist in developing effective process vision, process strategy and process maturation

Spearheaded cross-functional initiative to achieve successful roll out of PM Tool (Done Process compatibility analysis of Corporate Project Management Tool and defining future roadmap); Change management; resulting in direct Saving of 95K$

Organization wide Contributor for defining Roles and responsibilities of delivering organization and initializing Corporate level growth structure

Act as main point-of-contact for customers and internal teams in addressing process-related enquiries

Project Manager

Directed and Managed organization wide SBR(Software baseline report) tool

Established goals and milestones as per the desired results to be generated by the project.

Articulated project goals and scope, translated business needs into technical terms, prepared detailed work breakdown structures (WBS) and instilled shared accountability for achieving project milestones.

Define and monitor project plans and deliver regular status reporting to a range of stakeholders

Identify any deviations from plans associated with timeline, deliverables and resource needs

Contribute to improvements in the program and project governance process, project metrics and management reporting

Process Consultant

Strategize and spearheaded CMMi Process Innovation and transformation along with Lean six sigma process in Enabling functions (4 teams, each of strength ranging from 250 – 350 employees);

Oversee and direct process improvement teams to help them achieve business goals

SEPG member and led all engineering process groups

Framed and instilled AGILE Scrum process in the organization in 3 months timeframe;

Coordinate with process owners and technology owners to define technology requirements to support company process strategy and deployment.


Strategize and Execute Internal Quality Audits

MR presentation

Ensure reduction in Area of improvements in each of the scheduled audits


Successfully completed Program implementation; Rolled out EMF in 65+ engagements (Critical Accounts) – Change Management

Direct Saving of 95K$ by driving and implementing org wide Project Management Tool, in compliance with ITIL, CMMi and PMBOK standards

Operational productivity enhancement by 30.3 –55.5% by implementing CMMI L3 processes and Lean six sigma in 7 months timeframe

Successful consultancy and Sign off from customer on 22 business process areas impacting 3 GEOs (US,UK, SE), in a minimal timeframe of a month – in lines with ITIL V3, CMMi and PMBOK standards and wetted by Six Sigma

SBR Tool ready in 6 months to be used by the organization with minimal resource usage and tools optimization

Framed and Released Organization level, enhanced roles and responsibilities with defined authority

Successful IQA audit for projects in scope

Hybrid DB Solutions Ltd, UK ( Dec’ 2006 – Apr’ 2007


Initiated Strategic planning and implementation of Audit Process; Partnered successfully with delivery teams to conduct audit, being Internal Quality Auditor in the organization; Performed Process Audit and Reviewed Project Management Process

Performed due diligence of existing Project management process

Refined existing Project management process in lines with PMBOK and PRINCE2

Siemens Information Systems Ltd, Gurgaon, NCR (India) Feb’ 2006 – Nov’ 2006


Initiated and Managed Program of Internal Customer Satisfaction Survey; Managed and implemented CMMi Processes in a SBU of 150 team members; SEPG Member; Certified Lead Auditor for the organization

Defined and Tracked project plans, status reporting to all the stakeholders (Board members);

Risk Identification and Resolution

Create schedule and execute Audit Management Plan;

Record and collate audit findings across all Lines of business;

Present Audit report to the management

Identify action plan of improvement along with appropriate stakeholders

Facilitate and Track action plan to closure; Monitor metrics

Implemented Agile Methodology –Scrum

Spearheaded program for Internal Customer Satisfaction Survey, ISO20000; Framed, monitored and executed internal customer satisfaction survey program in lines with the plan

Lead and Implemented Balance score card driven process management with team of 2 personnel

Systime Computer Systems India Ltd, Mumbai (India) ( Jan’ 2005 – Aug’ 2005


Managed team of 40 team members; Defined, tracked and monitored project plan and its deliverables

Performed Gap Analysis (plan to go CMMi Level 5 by Mar' 07)

Communicated and collaborated with business partners and project team to gather and analyze high and low level business requirements to ensure accuracy.

Driven and Implemented CMMi continuous model for the ERP team (Process institutionalization, change management, imparted role based trainings, defined, tracked and monitored the project plan)

Developed organization chart, laid down roles and responsibilities for the organization

Planned and Conducted Internal Quality Audits; Facilitate improvement opportunities

CSC India pvt. Ltd, Noida, NCR (India)/US ( Sep’ 2000 – Jan’ 2005


Managed team of 8 members

Driven Process institutionalization and change management wrt CMM/PCMM (L3&4); Lead and implemented CMM level 5 processes for support groups viz., admin/ finance

Been SEPG Member and coordinated SEPG activities and several process clinic

Monitored and measured Metrics; Done PCB analysis & generation; Software Quality Assurance Facilitator for 5 project teams - strength of 120 team members

Certified lead auditor for the organization (ranked as best auditor for CMM);

Planned, Scheduled and conducted audit; Management of QMS; Formulated Level 4/level 5 processes for the organization; FAR for L4 and L5; Organization defect prevention coordinator

Implemented Disaster Recovery and Business Continuity Plan

Manage team of developers and plan, schedule, assign weekly tasks as per the incoming flow of tickets as per their priority

Jsp/Win SDK Programming for Claims, Billing and Disbursement module of General Insurance – US

Recreating the stated problem, conduct impact analysis, seek approval from counterpart, make code changes, do QA testing and promote in production environment in property and casualty insurance modules

ADCC Research and Computing Centre Ltd, Nagpur, India Nov’ 1997 –Aug’ 2000


Worked closely with team members to plan, design and develop robust solutions in a timely manner; Involved in all SDLC phases to prepare a Product;

Gathered requirements from user; Preparation of system requirement document, functional specification, test plan; Coding and testing of each work product

Initiated and constituted team of QA; Managed program of ISO 9000 certification and internal audit

ACC Ltd, Chandrapur, India (www. Nov’ 1996 –Oct’ 1997


Strengthened company's business by leading implementation of all the system in the work location (payroll, inventory, finance, personal) being part of EDP department;

Involved in design and coding of systems; Documenting requirements; Maintaining changes and configuration control; Interacted with corporate office team to define the project boundary

MIS reporting to VP units

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