Project Manager Management

Vadivel R. Sreedar PMP

Phone: +1-805-***-**** *******.*******@*****.***

PMI certified professional with 14 years of progressive experience managing

global IT project teams in delivery and consulting roles for major US

corporations. He specializes in enterprise application development (SDLC),

infrastructure, strategic outsourcing, project governance (PMO) and Program

Risk Management. Key strengths include customer focus, professional

resilience, pragmatic thinking and global virtual team leadership.

An adaptive learner who draws on diverse professional experiences to

provide simple solutions to business challenges. Effective negotiator and

change agent with a proven ability to integrate and collaborate in a

dynamic global work environment. He demonstrates sustained interest in

learning and applying new ideas and techniques to everyday situations.

PROFESSIONAL EXPERIENCE

RGP (Resource Global Professionals), Senior Consultant Jan

2014 - Till Date

KPMG, India May 2013 -

Dec 2013

Associate Director (Program and Projects), Management Consulting (IT

Advisory)

. Currently leading and managing a continuous improvement program for a

global FMCG client on seat cost optimization, work place excellence and

sustainability for their Enterprise Technology and Solutions captive

center with 2000+ resources.

. Delivery assurance lead for over 30 engagements involving

Project/program management, project office, transition, demand management

and benefits tracking for a global FMCG major.

. Developed a project review process and led the review team to conduct

reviews and execute corrective actions to ensure consistent quality of

deliverables and services.

. Conducted trainings on Project management topics and mentored junior

resources on the use of PM tools and techniques

Ernst & Young, NJ, USA Dec 2011 - April

2013

Manager - Program Risk Management (Advisory- IT Risk & Assurance)

. Contributed to the development of the phase gate review process and

defined minimum required deliverables and activities for each phase of a

large and complex product (Meditech) deployment program.

. Analyzed program complexity factors and developed recommendations on

go/no-go decisions for major project phases

. Conducted interviews, reviewed project artifacts and developed reports

with findings and recommendations

. As an independent program advisor analyzed program risks and proposed

risk management strategies

. Provided leading practice recommendations to client project and program

managers in the areas of project management and program governance.

. Contributed to thought leadership materials and proposal development

efforts for large federal and state contracts

Photon Infotech Inc, NJ, USA

Senior Project Manager - Major Pharmaceutical Company Feb

2011 - Oct 2011

. Managed a project portfolio of 6-8 concurrent projects (FDA regulated

brand website launches) with end-end responsibility for project launch,

estimation, securing resources, preparing detailed project plans and

delivering to plan based on Agile methodology

. Coordinated and managed efforts of offshore and onsite project teams,

facilitated program status meetings, prepared and presented weekly

executive dashboards

. Managed 25 + project resources (including 2 offshore project managers)

with an overall portfolio budget of 1M +

Vadivel Sreedar Page Two

The Computer Merchant, NY, USA 2010 -

2011

PMO Manager - Major Utility Company

. Created and implemented program governance processes (risks, issues,

dependencies and communications) and drafted the planning framework for

the Transition(Outsourcing) program involving 2 major outsourcing vendors

and over 1600 applications

. Managed program resource forecasting and financial reporting

. Developed, managed and controlled the integrated milestone program plan

IBM Global Services, ITD-GD, India

2009 - 2010

Program Manager, EAMS (Enterprise Automation Mainframe Services)

. Established program governance for the global EAMS program which includes

executive dashboard preparation, global resource planning and portfolio

financial tracking

. Planned and managed the quarterly transition of mainframe support

services to global delivery centers in Brazil and India

. Implemented program wide risk management process and conducted periodic

risk reviews

. Presented overall program status at steering committee meetings and

global technology councils

IBM Global Services, Armonk, NY, USA 2000 - 2009

Project Manager, IBM Insurance Outsourcing Services, USA 2008 - 2009

. Managed a project portfolio (end-end implementations based on SDLC

methodology) of more than 15 projects for major Insurance clients with

virtual Global delivery teams.

. Identified, negotiated and managed 40+ technical project resources.

. Increased Gross Profit for the portfolio by 20% by utilizing off-shore

delivery teams and effective resource utilization.

. Managed project financials and reported overall portfolio status in

Rational Portfolio manager to IBM and customer executives.

Project Manager, Global Services USA -ING Account 2007 -2008

Technical Solutioning and RFS Implementation

. Managed a portfolio of 10-15 RFS projects (server upgrades, application

development and remediation) with an overall budget of $5.5 M (including

hardware costs).

. Tracked and controlled project portfolio financials and department

quarterly budget.

. Negotiated and secured project resources and performed resource planning

and forecasting.

. Drafted business requirements, engaged the IBM delivery teams for

solution development, estimated the work effort and obtained vendor

quotes.

. Engaged IBM delivery towers to ensure continuity from requirements

development through implementation of approved signed RFS.

. Identified and implemented RFS process improvement initiatives.

Project Manager - Server Consolidation (SCON) Transformation Program

2005 - 2006

. Planned and managed multiple server consolidation projects partnering

with the customer application teams

. Developed the end-end server build and procurement process

. Established and managed the SCON Project Change management process which

included impacts assessments and managing PCRs thru closure.

. Prepared program executive dashboards and managed the SCON Program Level

Action Items, Issues and Risks in the Project Control Book.

. Performed subcontractor time management and invoice reconciliation.

Vadivel Sreedar Page Three

Project Manager (PMO), IBM Global Services USA - MetLife Account

2005

Long Island City, NY

Program Office Manager - MetLife Travelers Integration Program (M&A)

. Finalized project, program, and work stream and initiative hierarchy with

business program leaders.

. Coached project managers in usage of tools and templates for their

respective projects.

. Facilitated risk assessments.

. Managed initiatives through the Phase Gated Review process (Program wide

process for managing and executing concurrent dependent projects).

. Provided oversight in documentation of project plans, actions, issues,

risks, external dependencies and status reporting.

. Managed the identification, mitigation and resolution of risks and

issues.

. Supported the deployment of program outputs and hand-over to steady state

operations.

Project Manager (PMO), IBM Global Services USA - JPMorgan Chase Account

2004 - 2005

New York City, NY

Program Office for the JPMC In-Sourcing Program

The JPMC In-sourcing program was a complex global program involving around

60 projects across technical and functional work streams. The objective was

to transition around 4500 people, assets, contracts and tools back to JPMC

from IBM (which was earlier outsourced).

. Led the issues management process towards resolution of program issues

and to ensure proper level of escalation.

. Provide on-site support for the client executive and coordinated efforts

between the client and IBM teams.

. Facilitated dependency workshop between functional and technical work

streams to identify and resolve dependencies.

. Trained and mentored the client team on PMT processes, tools and

methodologies.

. Tracked action items from the weekly Global technical towers meeting and

managed them thru closure.

Program Office Lead - Transformation Program Management Office (SO)

2003 - 2004

. Led a team of 4 within the PMO with focus on communications management,

issues and dependency management.

. Led the development and roll-out of communication processes for the IBM

towers to communicate their monthly accomplishments and upcoming

activities.

. Drafted and sought executive approval on newsletter articles for the

customer's monthly newsletter.

. Developed and executed the Issues management processes.

. Prepared executive dash boards and program presentations.

Senior IT Specialist, IBM Global Services USA - AT&T Account 2000 - 2003

Middletown, NJ

Project Manager -System Test for E-Maintenance

. Managed a core test team of 12 (IBM-US and IBM India) that ensured the

high quality of software deliverables to the AT&T customer and the

availability of 4 test server environments

. Led the execution of end-end testing cycles (integration, system,

regression, continuity, back-out and performance) for Release 23 that

comprised of 5 major development projects and 3 test-only projects.

. Achieved 100% pass rate with no outstanding issues on the testing cycle

in-spite of major resource constraints and an aggressive schedule.

. Developed master test plans; delivered SDF (Software Development

Framework) work products required for Quality gate closures for the

release and inspected test cases.

Project Manager for Work-load re-balancing (E-Maintenance)

. Led the work load re-balancing effort which involved setting up a team of

10 developers and testers.

. Identified staffing needs, facilitated interviews and established

training plans and schedules for the new team.

Vadivel Sreedar Page Four

Project Manager and Technical Lead for GWISDOM CCP II Project

GWISDOM is a transmission analysis and call-establishment test tool used

for provisioning and maintenance testing of Global ISDN Services.

. Led a team of 10 in delivering end-end technical design and

implementation of hardware upgrades and capacity planning for the CCP II

project.

. Project managed and delivered on time and on budget with global

resources.

Project Manager and Technical Lead for the SWOT (Switched Order Taker)

System

SWOT is a web based ordering system that manages the provisioning and

implementation of the network components required in fulfilling customer

service requests for switched services

. Led the IBM US and IBM India teams (team size of 10) on the development

and test activities.

. Nominated as the SME(Subject Matter Expert) for InConcert and the

workflow module of SWOT.

. Interfaced with the customer in the areas of deployment and test support.

Project Manager and Technical Lead, IBM Global Services, AT&T Account

. Led the design and development team of 6 members for the SWOT 2001.02

release.

. Led the planning and transition effort of the SWOT system to IBM- India.

. Prepared the training material and trained the team on the application

and associated third party software.

. Developed a working plan for backup, fail over and disaster recovery for

the SWOT system.

AT&T, Middletown, NJ 1999 - 2000

Technical Staff Member

. Drafted Business requirements and design documents for the workflow

module of the SWOT 2000.05 release.

. Developed the Java based work- flow module that encapsulates the business

logic involved in the life cycle of an order within the SWOT system.

EDUCATION

MS, Computer Science, Clemson University, Clemson, SC, USA

BS, Computer Science & Engineering, Bharathiyar University, India

(First Class with Distinction)

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