Sign in

Project Manager

Portland, OR
March 07, 2018

Contact this candidate


Jyoti Shenoy

Phone: 503-***-****


Vishveswaraiah Technological University - India

Bachelors in Engineering


Professional Scrum Master,

SAFe 4.0 for Teams, Scaled Agile

Skills Profile:

Functional: IT Project Management, Supply Chain Management, Sales & Distribution, Networking, Construction, Interiors, Business Process and Document Management, Agile, Waterfall and Telecom

Technical: Windows XP/Vista/7, MS Office, MS Access, Power Point, Excel, MS Project, JIRA, VersionOne, ServiceNow, Perforce, Confluence, SharePoint, Relay 6, and Quality Center


Over 10 years of experience in IT industry with a proven ability to leverage understanding of end to end project planning and Software Development Life Cycle (SDLC) process.

Certified Professional Scrum Master (PSMI).

4 years of experience as Scrum Master managing cross-functional teams.

Have an in-depth understanding of software development lifecycle and different methodologies like Waterfall & Agile.

Proven record of migrating the entire team from traditional waterfall to Agile by coaching and mentoring.

Proactive team builder and top performer in time-sensitive situations; strong ability to identify requirements, create project plan and convert resources into working solutions.

Professional Experience:

Nike, Inc. Apr’15- July’17

Scrum Master/Technical Project Coordinator


•Led PI planning, backlog grooming, sprint planning, daily scrum, scrum of scrums, retrospective, stakeholder meetings, and demos to business team

•Partnered with Product Owner to define project benefits and business requirements, project scope, aligning change control with scope and impact to time, cost, and quality

•Controlled risk by working cross-functionally to perform risk analysis, define parameters, develop mitigation strategies, and assign owners and actions

•Worked cross-functionally with Product Managers, Product Owners, Business Stakeholders and Developers throughout software development lifecycle (SDLC), including troubleshooting and resolving complex issues and ensuring quality standard, budgeting constraints, milestones and deadlines were consistently met

•Educated and reinforced scrum methodology and agile framework to team members and key stakeholders

•Directed and led development team from project initiation through delivery of final product by resolving impediments and team conflicts

•Enabled improvement in team delivery commitments and capacity planning for sprints by identifying and tracking hidden tasks that increased customer satisfaction

•Removed obstacles for team by escalating issues to leadership resulting in early delivery of customer issue resolution

•Was responsible for understanding, ensuring accuracy and communicating project metrics to team

•Partnered with team leadership to proactively manage team staffing plan and resource forecasting updates

•Trained different product team members on Version One and Service Now tool usage

•Prepared Bi-weekly sprint status summary and presented product health check report to senior leadership

•Created and maintained Kintana tickets for 8 development teams and updated development tracking sheet and architecture diagram for major release project work

•Led weekly VCS intake meetings and assigned work to appropriate teams

•Led weekly CAB meeting and provided approval for projects which met the release guidelines

•Maintained box folders for quick document reference

Challenges and Accomplishments:

•Transition from Waterfall to Agile Methodology. Even though team was trained in Agile there was some resistance to change. I prepared a team working agreement document which lists the roles and responsibilities of each product team member, communication guidelines, criteria for daily stands and shared with the team. Conducted a session with my assigned product teams to clear all the gaps, motivated them to achieve our product goals resulting 20% growth of improvement in every sprint for smooth and seamless transition to SAFe.

•Business wasn’t fully satisfied with product output which was demoed end of sprint. I interviewed business users and gathered their requirement. Led focus group discussions to identify the gaps in the process. Dashboard designs required more frequent validation from business, I proposed to have development team re-locate with business and conducted change based demo’s which resulted in 25% elimination of rework, 25% reduction in overall processing time and 75% satisfied business users.

•Managing cross team dependencies, risks and impediments. There were 10 product teams in the supply chain management release train which are highly dependent on each other from upstream to downstream and I was the scrum master for 2 of these teams. As per the process in place all the cross-team dependencies, risk and impediments were discussed in scrum of scrums where all scrum masters meet every alternate day. I realized for technical dependencies this wasn’t the right forum and lot of time was wasted in hand offs and hence I proposed to reserve last 5mins of daily standup to invite the cross-team member to discuss and clarify the technical dependency. This resulted in having clarity in communication, cross-team bonding and 25% improvement in the processing time.

•Challenges in meeting committed deadlines due to shared resource bottleneck. It was observed that the committed sprint goals were not being met occasionally due to the shared resource constraints in cases where either the shared resource was pulled into critical issue resolution for one of the product teams he/she is working on without notifying the other product team or when the resource capacity numbers were changed in middle of sprint. I proposed to have more clarity amongst all scrum teams in cases like these by bringing this up in scrum of scrums and also have a backup resource for each shared resource who can help out in exception cases like these. This idea was well accepted and implemented thereby reducing the shared resource bottleneck and ensuring the sprint goals were met on time.

•There were frequent scope changes from business during the sprint. I facilitated a product team meeting and found there was a lack of alignment between Product manager and the development team. I came up with a mitigation strategy to bridge this gap which resulted in on time delivery of quality product with 25% improvement, elimination of scope creep in middle of sprints and business satisfaction.

•Transitioning the team to use new tools. Organization was adopting SAFe and as part of this change team was asked to get trained and transition to new tools supporting the Agile methodology however there was some resistance to this change. I got trained in Version One and Service Now tools and as a stretch assignment was given the responsibility to help transition the entire team. I started by preparing a plan of execution, created a user manual (work instruction) clearly documenting each step in the workflow, scheduled multiple training sessions and demoed the tools and was the go to person to help clarify any questions the team had. In this process, I built trust with the team members and was awarded with milestone award ensuring smooth and seamless transition.

Sanofi Oct’14-Mar’15

Project Manager


•Was responsible for understanding and communicating project dependencies and constraints and driving clarity of critical path tasks

•Recorded all project tracking, updating and management of deliverables, estimate to completion, dependencies, and milestones

•Defined and managed project success and delivery criteria, monitored and reported on the realization of project success

•Partnered leadership to define business benefits, business requirement, and to define project scope

•Actively managed change control against scope and its impacts to time, cost, and quality

•Was responsible for project risk management and presenting project scope, cost and time management within team

•Developed risk mitigation strategies and assigned owners and actions

•Managed team status reports, ensured accuracy, presented weekly to Project Leadership, and communicated project metrics to team

•Partnered with team leadership to proactively manage team staffing plan updates

•Actively managed level of effort estimating, tracking and reporting of budget actuals against forecasted

•Collaborated and partnered with cross functional teams, Project Managers and Developers to ensure completion of projects on committed timelines and budget

•Understanding and working experience with the Software Development Life Cycle (SDLC) process

•Prepared Weekly Project Track Sheet (Project Completion status, Defect status, Budget Indicator, Schedule Indicator, Unit Test case details, Milestone data, Resource Allocation Plan, Highlight & Lowlight, Week Project variation), milestones and project completion reports and presented data to Leadership

•Led regular scrum meeting with team leads on Project status to perform defect tracking and resolution planning

IDS Software Solution Oct’08-Jan’11

Project Manager


•Defined and managed project success and delivery criteria including creating project plans, timelines, and budget for scope defined

•Provided team management on all project deliverables, including discussing constraints, driving clarity of critical path tasks, providing timely tracking, updating all documentation and databases, managing project deliverable statuses, estimates to completion, dependencies, milestones, and project success against deliverables set

•Partnered with team leadership to define business benefits, business requirements and project scope

•Managed change control against scope and its impacts to time, cost, and quality

•Led Scrum planning sessions, daily standups, and removed escalations from team

•Performed project risk management within team

•Partnered with team leadership to define risk management plan for the team, drive analysis of risks for criticality, probability, and impact

•Developed risk mitigation strategies, assigned owners and actions for all project deliverables

•Led regular scrum meetings with team leads on Project status, defect tracking and planning

•Managed team including providing information on project scope, metrics, deliverables, cost, and time management issues and provided status reports

•Prepared Weekly Project Track Sheet for Rapport and Profinia (Project Completion status, Defect status, Budget Indicator, Schedule Indicator, Unit Test case details, Milestone data, Resource Allocation Plan, Highlight & Lowlight, Week Project variation), slides for Rapport and Profinia, Year to Date (YTD) status preparation, milestone delivery and project completion reports

•Reported weekly to Leadership to present data on project, provide analysis and updates

Cable & Wireless Feb’07-Aug’08

Jr. Project Manager/Coordinator

Atelier Global Apr’06-Jan’07

Project Manager/Coordinator

Kristal Group Sept’04-Apr’06

Project Manager/Coordinator

Contact this candidate