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Project Manager

Toronto, Ontario, Canada
December 30, 2015

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PROFILE: Project Manager

Project Manager having more than 9 years experience in managing IT Projects, previously a Developer – ready to take on new IT initiatives, steady state support & PMO governance. Ready to implement projects budgeted from USD 50 thousand to 3 million dollars in Banking, Insurance, Healthcare & Retail domain. Bring industry best practices into projects by consistent innovation, learning and evolving with changing project trends in business and remaining strongly focused on meeting business objectives and goals through project execution.


• Project Planning • Scheduling • Scope Mgmt. • Monitoring & Ctrl • Stakeholder Mgmt

• Business Analysis • Project Budgeting • Resource Mgmt. • Risk Management • Change control

• Customer facing • Organizational & Operation Management


• Project Mgmt

• PMBOK Processes (PMP certified), Microsoft Project, PRINCE2

• Office Tools

• Microsoft Office - Excel, Word, PowerPoint, Visio, Share Point

• Previous Skills

• IBM Mainframes: COBOL, CICS, DB2, JCL, VSAM, FILEAID, EXPIDITER, Tools, Testing



ETTC [ Toronto/India] June 2014 to Date

IT Project Consulting, Resource Management, Talent Acquisition

Role: Project Implementer & Solution Developer


Founder, Developer & Project Implementer of a web based Integrated Resource Management tool ( aiming to serve businesses to leverage their internal, human and non human resources, before sourcing new ones. Tool manages Org. hierarchy, Resource Management, Timesheet, Assets, Leaves, Claims, Appraisals

Drive enhancement in this tool design, work flow, security, ease of use (user experience) targeting 100% tool engagement by all personnel within organizations


High Quality Tool development, very consistent to the planned business cases

Workflow, security, usability achieves extensive tool use, requiring all level of resources to subscribe to this tool within organization, making it a very strong selling point

Tool designed to engage and leverage resource thereby reducing talent and resource drain, increase productivity and ROI

Project on track for completion in first quarter of 2016

Matrix [India] Aug 2013 to May 2014

IT Software & Infrastructure Project Management Consulting – Diversified Businesses

Role: IT Project Manager – IT aligned business process re-engineering (Tally 9 ERP, MS Office)


For IT centralization initiative, provide Final Audit report to bring ANPG group’s five diversified businesses - concurrent IT business process, pain areas, gaps & recommendations for project planning phase.

Identify project teams, stakeholders, business process experts and plan to achieve structured inputs, data consolidation, reviews and approval, overall project management


Successfully built the required team from five diversified businesses to implement project activities on day to day basis through Project Planning & scheduling

Created structured process to help extract required information from business & technology team, facilitated data verification and consolidation

Successfully handed over approved IT Audit Report to Customer to initiate IT centralization phase

Riyadh Bank, Bank Al Jazira [Saudi Arabia] Oct 2011 to July 2013

IT Software Project Management Consulting in Middle East - Corporate and Retail banking

Role: IT-PMO Project Manager, Riyadh Bank (, C#, Java/J2EE, Oracle 9i/10G/11, SQL Server)


Monitor and track over 30 Customer Experience project, in Retail, Corporate, Capital Market, and IT & Operations ensuring project compliance with enterprise PMO policies and procedures

Own responsibility to constantly optimize PMO resources viz. templates, processes & procedures

Popularize use of “Plainview” as enterprise project management tool for effective projects control


Provide expert mentoring to Project Managers and Teams with PMO resources for compliance

Consistently leveraged project resources through optimized allocation of Project Managers, Coordinators for existing and pipeline projects through “Plainview”.

Designed custom roadmap for each project, including phases, milestones, work flow and deliverable requirements from enterprise guidelines with quality control checks

Assisted Program Director to analyze project progress & slippages for building actionable items

Matrix [India] Jan 2011 to Sep 2011

IT Software Project Management Consulting - Real Estate

Role: IT Project Manager - Implementation, Management (ASP.Net, C#, SQL Server 2000)


Manage implementation of “ODIN” – Document Management System

Control resources, scope, schedule and budget until closure

Setting up new PMO office


Controlled bi-monthly release of an in-house developed application Implementing project plan and task items to execution while controlling scope, schedule and cost. Enforced controls led to 30 days early project closure

Successfully created a PMO office by streamlining existing processes, templates, work flows and train project teams of its uses, and overcoming issues, conflicts using industry best practices to leverage project resources

Office Max [USA] Mar 2010 to Nov 2010

IT Software Project Management, Production Support for Custom Billing

Role: Project Leader, Production Support (COBOL, DB2, IMS, Easytrieve, JCL, CICS, FTP, OB10)


Provide 24/7 seamless support to production issues, fixes by combining USA and India team


Managed resources, efforts estimation, Time & Material billing, team conflicts, team meetings

Led support team to maintain high vigilance on critical production issues and providing timely fixes

Analyzed inbound tickets (production issues), distributed it between onsite and offshore team members based on analysis of complexity and criticality, using “Remedy” tool.

Enforced software development best practices that led to a 35 to 40 percent gradual decrease in problem recurrence

Matrix [India] Dec 2009 to Mar 2010

IT Software Project Management - Real Estate

Role: Project Manager / PMO (MS Share Point, MS Project, MS Office)


Set up a PMO to bring the existing projects to imbibe industry best practices, maturity, manageability and help business acquire larger projects in near future


Identified the missing best practices in 21 medium sized, IT application and Infrastructure projects catering to real estate and manufacturing customers. Introduced MS Project tool to project team

Set up new PMO office by creating initial guidelines, project roadmap & processes, delivery and quality control requirements. Trained and mentored a team of 15 members including Project Managers, Subject Matter Experts (SME) & the Technology team to imbibe established project management methodologies

GEIS [India] (Undertook training on SAP SD, SAP CRM training & project search) Jul 2009 to Oct 2009

Ameriprise Financial, [USA] Aug 2008 to Jun 2009

IT Security Project Management - Financial Service – Institutional & Retail

Role: IT Project Manager - Threat Response & Monitoring (Arcsight, IBM-Vontu, Oracle upgrade)


Implement enterprise wide Security Projects through internal teams & external vendors


Led four simultaneous security projects through effective use of resources allocation, independent project plan implementation, scheduling, and costing & scope control. Closely managed stakeholders conflicts, risks and issues through effective resolution and mitigation plans

Managed procurement life cycle with five vendors namely IBM, Dell, Arcsight, Endace, and Datacom, from identification to RFP, RFI, and RFQ, assisted in cost benefit analysis, negotiations & order placement. Executed procurement and installation of a large number of delivered hardware & software licenses using procurement tools, namely “Manage Now” & “Ariba Buyer”.

Tightened the vendor communication through meticulous use of audio/video conferencing that avoided a handful of vendor visit leading to an additional cost savings of over 25000 USD

Citibank, NAIT [USA] Sep 2006 to Jul 2008

IT Software Project Management - Retail Banking, Credit Cards

Role: IT Project Manager (VB6 Developers, Oracle 9i/10G/11, Credit Card Applications Consolidation)


Project 2: Manage 12 independent business representatives, technology team members to work as an interim team to provide business needs, concurrent system design, flow documents, dependencies for a high visibility - Mainframe to Web Migration initiative

Project 1: Manage 7member technology team for new product initiatives and steady support for OSRO application


Project 2: Identified 12 cross functional project team members, assigning delegated roles and responsibilities, provide them roadmap on how they would provide their individual requirements.

Designed a draft of a structured document to put together all requirements that could be identified, tracked, modified for sign-off after PMO review. Overcame major challenges in aligning 12 cross functional team having different management style for this major exercise through continuous mentoring. Successfully got the draft approved for next project phase.

Project 1: Drove quarterly cycles of change requests and newer product initiatives in OSRO (one step relationship opening) front end application. Managed inward change requests (CR) cycle through “Infoman” tool, assessed CRs for justifying business needs, costing and benefits, getting approvals before implementing changes by the technology team. Updated all impacted documents such as requirements, system design & functional design documents for each change. Also led new product inclusions requests through project planning, scoping, scheduling, execution and closures through quarterly or independent releases.

General Electric Co – Health Care [India] Apr 2004 to Aug 2006

IT Software Project Management – Healthcare Equipment Sales & Support

Role: Project Leader & Mainframe Systems Analyst (COBOL, CICS, VSAM, DB2, JCL)


Manage a 13 member team at offshore to provide seamless support to highly critical production support issues and maintain maximum uptime


Drove 28 months of seamless Production support activities of Mainframe-Real Time Support and enhancement

Led a 13 member team for application development, maintenance and critical production support activities through “Clear Quest” tickets, its analysis, and work distribution while enforcing best practices within the team. Provided on-site GE Project Managers with various reports on resource requirements, efforts, cost and schedule. Maintained 95 to 100% uptime.

Implemented parallel Retirement Analysis of a large number of Mainframe application programs that could be retired without impacting other running application owing to GE’s application transition from Mainframes to Web technologies.

Previous History (brief) 1988 ~ 2003

Started career as Programmer in COBOL in 1987, changed to IT Sales between 1988 to 1996 for IT Hardware, Software, Telecom Products & solution sales; with a few exceptions of Cobol Programming jobs in the interim; switched to Mainframe starting with training between 1996-97 and took to various roles in Mainframes Development jobs between 1997 & 2003 in India & Singapore. Between Jan 2003 to Mar 2004, for Globe Life & Accident Insurance Co. through Ness Technologies, Mumbai as a

Project Leader & Mainframe Systems Analyst


o(Currently Pursuing Program Management and Agile Certification)

oPMP Certification, PMI, USA, 2008

oJ2EE (Enterprise Application & Web Services), NIIT- CATS, India, 2006

oPG Diploma in Project Management, ICFAI University, India, 2006

oIBM Mainframe, Rizvi Management Institute, India, 1997

oDiploma In Computer Software Engineering, CSC, India, 1987

oBachelor of Science, University of Mumbai, India, 1986

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