Senior Program Manager

Suryanarayana Emani PMP PgMP CSM ITIL PMI-ACP

858-***-****(Cell) acu6bx@r.postjobfree.com

SUMMARY

Several years of experience as Scrum Master and Agile Coach in developing large scale applications using J2EE technologies in BFSI domain (Banking, Finance and Insurance), Bi, Analytics and Data warehousing. Five plus years of experience as Kanban Lead for Thomson Reuters (Hauppauge, NY) and GE-ELITENET and Ford Motors for Web application maintenance and operations management Bug fixing, minor enhancements and Major Enhancements. Experienced as an agile Coach and consultant to transition into agile framework using Scrum methodology by overcoming unique and common challenges for each organization and developed strategies to encounter the resistance from key stakeholders and development team. Imparted training on Agile methodologies as a coach for multiple teams globally particularly C level executives to get their commitment for transformation from AS-is framework to Agile Framework.

Experience Highlights

Hands on experience in backlog collection, monitoring and tracking, release planning conducting pre-planning meeting,Planning meeting, agile testing,PI metrics such as velocity improvements, defect details, effort details,leave summary attrition details,story point gap summary, moving trends for last 3 months and Forecasting using agile earned value management and requirement volatility index.

Worked on large systems Integration & modernization Programs to integrate several businesses and heterogeneous technologies(Multiple Scrum teams ) as meta scrum master to convert legacy applications to new technologies to increase operational efficiencies and sales revenue growth using distributed scrum methodology for multiple scrum teams across the globe as scrum master

Large portion of work involved in transitioning organizations( GE,CISCO AND Reuters Thomson) into agile methodologies with values and manifesto and working as consultant for the organizations wishing to transform into agile methodologies from waterfall/ TDD and lean,methodologies

Developed onsite offshore and distributed scum methodology, customized program management framework for Centralized PMO support deployed across the organization

Developed hybrid methodology (SAFe) and (Lean six sigma+ Scrum) for Reuters financial product development

Hands on experience in using tools version one,Jira agile, MS-MPP clarity and Rally

Hands on experience on Business analysis, requirement gathering, planning, scheduling, risk and issue management, communication and stakeholder engagement for multimillion dollar(5 M to 25 M USD) programs and projects Key focus areas include governance, account leadership, relationship management, stakeholder engagement and benefits realization and KPI definition and measurement to compliance

Clear focus on strategic alignment, Planning and ROI, development of master schedule, procurement management and financial management, Budget baselines,value delivery and reconciliation reports risk and Issue management and value delivery, and performance reporting Team building, RACIS matrix, stakeholder engagement plan and communication plans, Budgeting and reconciliation and program performance review reports

Worked for client such as CISCO GE ENERGY, Thomson Reuters, AXA General Insurance, BCBS, GE Electric, GE Industrial systems, CITI Bank, BCBS, AXA-General Insurance, CIGNA and FDR in the areas of systems integration, financial product development and maintenance, and E-com portal development

Acknowledged for exceptional delivery management skills; sensitivity to deliver projects and programs within the committed time & cost parameter without compromising on window opportunity and value delivery

Managed and delivered large engagements across multiple locations and multi-cultural platform using numerous technologies; acquired comprehensive exposure in Development, Maintenance, and Testing & Mass Change Projects.

Managed P&L responsibilities; accountable to top management for top and bottom line margins.

Managerial Skills:

Project/Program Planning, Development of Schedule, Finance Management, Risk and Issue Management, EVM Analysis,(agile) Governance Structure development, Program business case, Roadmap and Charter development, Benefits management, Vendor Management, Capacity planning, Functional Solution Program Implementation architecture, ODC setup, Forecasts, Trend and probability analysis, communication planning agile-scrum IFPUG and Function point estimations and Coaching, mentoring and training and MS-MPP, MS-OFFCIE and Visio,

Technical skills:

Agile-Scrum : Scrum Master, Version One, Jira Agile, Lean Kit and TFS, Rally

Languages : Java, PL/SQL, Shell & Perl Programming, UML

Web Development : J2EE, Servlets, JSP, JDBC, Struts, EJB, JNDI, CXML.

Java beans, SOA, spring, Hibernate, design patterns

Tools : Eclipse, Rational Rose, Junit, Dev Partner, SVN and MS-MPP, @Risk, Clarity

Database : Oracle10g and Db2, MS-MPP, MS-VISO and Excel

Application Servers : WebSphere and Jboss

Education:

Certified Global Business Leadership(CGBL) from Harvard University

Bachelor of Engineering from Osmania University, India 1996

CERTIFICATIONS

PgMP Certification from PMI (License #1662683)

PMP Certification from PMI (License #296446)

Certified SCRUM master by Scrum Alliance (#00492826)

PMI-ACP certification from PMI (Licence#15789034)

Certification on CMMI LEVEL5 Achievement (Completed Class-C, Class-B and Class-Appraisals).

Certified Project Management Professional (PMP)

Certified Internal Quality Auditor (ISO 9001:2008).

Certified SEICMMi5 Assessment member

Certified Six Sigma Green Belt by GE

AWARDS

Delivery excellence award from CISCO CIO and VP of operations Rebecca Jacoby

Delivery excellence award from CIO Thompson’s Reuters Sally Richards

Global Best Project Manager for Innovation in maintenance Category by Tech.Mahindra

Delivery excellence award from BCBS CIO

Sustained Performance Award from Thompson’s Reuters UK

Professional experience:

ECOM Consulting, Inc Jul’14 – Present

CISCO San Jose, CA. Aug’10-Apr 2016

Agile coach and Program Manger

TAXPRO3.1 and TAXPRO 4.1: Tax Provision an initiative from CISCO CIO council is the quarterly regulatory process for Cisco to report potential tax liability. Project aimed to remove manual computations by automating the computation processes. Developed a web portal for Tax for domestic, corporate users consisting of corporate accounting to remove waste and laborious computations to finalize the trial balance. Taxpro4.1 is integrated for implementing GAAP particularly FAS109.

PM/Analysis/Design/Development on current internal Knowledge Management project developing ‘Standards, Patterns & Procedures’ repository and portals. Full Content Management workflow (submission/discussion/ratification etc.) workflows with XML used throughout the editorial process. Categorization, scope and per project selection

Defined strategic goals and objectives for the program.

Facilitating the daily scrum meetings, spring planning, spring review, and spring retrospective. Established effective communication for the department with consistency across development and business management. Presentations, recommendations and updates provided regularly to the CIO council.

Provided visibility to team impediments/risks and helps eliminate them

coaches and mentors agile team members and provides constructive performance feedback

trained and coached a development team of 6-8 and management team of 12 to utilize Agile methodology

Encouraged the team for self-organization to boost the efficiency and coordination

Worked with stakeholder’s / product owners to prioritize the requirements for sprint.

Encouraged the team to come up with reusable elements and use the best practices.

Helped the product owners to come up with set of stories for better understanding for estimate

Motivated the team to come up with quality shippable product and meet the product goals.

Tracked and reports status and other metrics against goals on an ongoing basis.

Consolidation of projects and reporting, presentation and analysis during steering committee meeting

Achievements Increased operational efficiency from the existing 10% to 80% by introducing integrated framework and straight through processing. Cost savings to the tune of $2 MN USD by redeploying the existing resources to other business units. Got delivery excellence award from CISCO CIO Rebecca Jacoby for the first release of TAXPRO 3.1, MS-OFFICE, Jira and Ruby

Tech.Mhaindra Oct’96-Jun’14

GE-Energy Atlanta GA. Mar’ 12 – May’14

CS-Ops Portal developed for GE Energy Contractual Service Business and provides contractual services to customers. Followed hybrid project management framework (Scrum and lean Six Sigma) the order data and tracking and the trends were displayed using BI and Google Analytics

Sr.Project Manager and Scrum Master

CS-Ops Portal developed for GE Energy Contractual Service Business and provides contractual services to customers. Followed hybrid project management framework (Scrum and lean Six Sigma).Apart from Scum Master, the following are additional role responsibilities carried out as Agile PM

Responsible for all aspects including delivery, vision and strategy for the program

Coordinate, collaborate with multiple business users, (Finance, Sales and Marketing) for successful delivery

Ensured program vision is in alignment of organizational strategic objectives vision and strategic plan

Developed benefits realization plan and scope statement

Conducted program kickoff meeting to familiarize it across the key stakeholders

Fostered relationships for all the stakeholders and continuously revised engagement strategy and communications strategy

Coordination with GE BA’s, IM sponsors, Enterprise architect teams, Database development teams, ERP teams, Storefront teams and End user group for approvals to ensure program is always on track

Identified customization and integration points and developed master schedule

Coordinated with CS-PORTAL development team, Business users, Verification and validation teams to ensure that program is completed within budget, schedule and Benefits KPI’S

Engaged cross functional teams (CS-OPS Portal, SF Office, ERP, Vignette portal team, database team and QA team) to build the solution and technical architecture.

Ensured the development of roadmap which provides the direction of the program in chronological fashion which would change as the program is elaborated and communicated to all the stakeholders and executive leadership to get the buy-in

Used Jira agile and Minitab tools to mix and match the tools and processes.

Facilitated sprint planning, retrospective and sprint demos

Assisted the product owner with keeping the backlog groomed

Collaborated with other scrum masters in the organization ensuring ways of work are consistent across teams

Achievements: Developed hybrid project management framework (Scrum and lean Six Sigma), reduced order delivery

Processing from the existing 5 days to 2 days and quarterly sales increase to 30%, and reduced order delivery processing

From the existing 5 days to 2 days. Increased Quarterly Sales Revenue to 30%

Client: Thompson’s Reuters Town of Hempstead, NY. Mar 2008 – Feb 2012

Project 1: Thompson’s Reuters (Order Management) Mar 2010 – Feb 2012

Agile coach and Scrum Master

To provide End to End Order Manage Capability Implementation Siebel Order Management to enable end to processing of orders via oracle fusion middle ware Implementation of Integrated and Automated links to via oracle fusion middleware.

Responsibilities

Ensured Validation of the application architecture and design with Siebel order team, IBM application development team Reuters proposition delivery team, Tech.Mahindra system integration team and Reuter’s CTO council and ensure that architecture components have the required capability to meet the KP-QP parameters defined by Reuters CTO council, before onsite and offshore scrum methodology is initiated

Identified the gaps between the “as-is” state and “To-Be “state and mitigated the technical risks by asking the developing the develop wrapper classless where oracle Siebel order product was found lacking the functionality

Ensured code and synchronization was taking place by deploying Version one at on-site and offshore.

Facilitating the daily scrum meetings, spring planning, spring review, and spring retrospective. Established effective communication for the department with consistency across development and business management. Presentations, recommendations and updates provided regularly to the CTO council and Reuter’s proposition delivery team.

Provided visibility to team impediments/risks and helps eliminate them

Achievements Increased operational efficiency to 60%, Reducing the monthly revenue leakage from 50000 USD (Calculated by 6-month average) to not more than 5000 USD.CDI to 4.5 of 5.

Project 2:

Reuters Product Development and Enhancement (Capital Markets) Mar 2009 – Feb 2010

Scrum Master and agile coach

Reuters Station: It is a powerful desktop to help equity brokers, financial analysts, to access reliable information and analytics to back the decisions Reuters Channel: It provides real time information and analytics over the internet, Reuters Bridge Channel is designed for investors who require both the competitive advantage of comprehensive market information and cost-effective delivery.

Identified the gaps between the “as-is” state and “To-Be “state and mitigated the technical risks by asking the developing the develop wrapper classless where oracle Siebel order product was found lacking the functionality

Validated the application architecture and design with Siebel order team, IBM application development team Reuters proposition delivery team, Tech.Mahindra system integration team and Reuter’s CTO council and ensure that architecture components have the required capability to meet the KP-QP parameters defined by Reuters CTO council, before onsite and offshore scrum methodology is initiated

Ensured code and synchronization was taking place by deploying Version one at on-site and offshore.

Facilitating the daily scrum meetings, spring planning, spring review, and spring retrospective. Established effective communication for the department with consistency across development and business management. Presentations, recommendations and updates provided regularly to the CTO council and Reuter’s proposition delivery team.

Provided visibility to team impediments/risks and helps eliminate them

Represented the team to report overall project status and upcoming risks and suggest solutions about it.

Achievements Increased corporate user satisfaction from 3.5 to 4.5. Increased sales revenue on these products by 40% by introducing new features, Managed the within $20 MUSD from the estimated $25 MUSD by Resource optimization and reusable frameworks

Project 3:

Thompson’s Reuters Mar 2008 – Feb 2010

Agile Kanban lead

Maintenance of 15 web based application, Scope includes Bug fixing, Queries, complaints, Enhancements, Knowledge Transfer, Due Diligence, Production Support, Interface testing (Client/Server and Web Based Applications), SOX Compliance testing, Version One

Responsibilities

Level 3 support

Code Fixes

Minor Enhancements

Regression Testing

Production support 24X7

Followed Kanban methodology for maintenance and production support

Development of Technical Application Guides for each application

SLA Compliance

Overall responsibility for SOX controls for the identified applications and financial products

Chair and conduct causal analysis meeting and DP meeting for web related applications

Tested FIX protocol which is currently being used in New York stock exchange

Risk Management, Mitigation and Contingency plans for web related applications

Overall responsibility for quality compliance as per Satyam and Customer standards

Debugging and simulation reports generation

Technical Guidance to the team

Achievements: 100% SLA compliance. Reduced cycle time from 3 days to 1 day. Cost savings to the tune of more than $10 MUSD by introducing less experienced and less cost human resources for maintenance. Retired 10 applications by enhancing the current application features. Future proofed GPDMS by implementing latest technologies. Awarded as the best project manager globally by Tech.Mahindra

Project 4:

GE-Industrial Systems Hyd India February ‘06 – January ‘08

Agile Kanban lead

GE-ELITENET is a series of secure web sites focused on enhancing the relationship between GE-Industrial systems and key B2B customers and channel partners. This is an order management system application as a front end to their 1-STOP-sell-side application. Apart from Scum Master, the following are additional role responsibilities carried out as Agile PM

Responsibilities:

Managed the overall coordination, status reporting and stability for the business side of project oriented work efforts.

Applied project management processes and methodologies to ensure projects are delivered on time, within budget, adhere to high quality standards and meet stated objectives.

Developed and maintain a project plan in partnership with a team of cross-functional business subject-matter-experts.

Tracked project progress/milestones and provide status reports as necessary.

Partnered with a range of managers and stakeholders across the business community to identify, prioritize, plan and execute stated project objectives and goals.

Designed and implement effective change management strategies and plans that include the communication strategy, education and training approach, resistance to change, sustaining change after implementation, measuring expected benefits and ROI.

Facilitated meetings, working sessions and workshops.

Conducted training teams on agile methodologies (Scrum, Kanban, Lean, etc.) along with the capability to conduct role based Agile training such as Scrum Master Training, Product Owner Training, etc.

Developed road map for each component imitation, transition and benefits delivery

Collaborated with Netegity siteMinder team, development team and Websphere application server team, Oracle Database team and Code review team and verification and validation team to ensure that builds are deployed according to the runbook and QACC and ensured singe sign on and order tracking and SPA (Special pricing application functionality is developed on time across all the regions

Developed burn-up and Burn-down and dash boards using balance score card approach to share the success stories and ensured the development team recognize each other retrospectives to recognize the team members

Ensured all the team and managers to get their buy in and to remove impediments and team would pick up velocity as the project progressed

Ensured all the stakeholders participation to build the solutions and to find the alternatives (When enterprise Netscape server is replaced with WebSphere application server)

Built a culture of trust and respect among all the partners

Project 5:

CITIBANK Jan’ 03 – Dec’ 2006

Project Manager

Developed Asset management and lability management system and CRM, Credit card module from solution framework developed

Responsibilities:

Preparation of Customization for Indian Business

Plan and Schedule for the Module

Identified Integration Points for the solution architecture provided

Review and approval of team’s

Quality and Testing Frameworks

Review of Status Reports

Participation in Steering Committee Meeting and provide status reports.

Invoice approvals

Budget management and reconciliation

Review of project health with governance

Benefits and value delivery

Ensured sign off from the key stakeholders and persons designated in the business at milestones

Contact this candidate