SAP FICO

EDUCATION/TRAINING: Master’s Degree, Industrial and Systems Engineering, Virginia Tech

Bachelor’s Degree, Industrial Engineering, Punjab Engineering College

CERTIFICATIONS: Six Sigma Green Belt

PROFESSIONAL SUMMARY:

Extensive management and leadership experience establishing and managing Enterprise Project Management Offices, Software Development and Software Quality Assurance teams, in developing and maintaining project management methodologies, as well as in managing a wide range of technical portfolios, programs, and projects

Led 4 full life cycle SAP (FICO, Banking, SD, MM, PP, Solution Manager, APO), Information Technology, and Process enhancement projects employing agile methodologies with detailed functional and technical documentation for training and traceability

Leading roles in all phases of Project Life cycle such as Product Delivery Manager, Business Process Owner, Project Manager, Business Analyst, Developer, Tester

Product Delivery Manager for end-to-end development and realizations with diverse teams

Comprehensive in transforming business requirements into technical specifications and managing traceability through dynamic cycles of design and development

Outstanding communication skills and ability to build strong working relationships with coworkers and clientele, while ensuring cooperation among teams and departments

Technical experience includes extensive application configuration, interfacing applications in diverse operating environments, database design, data transitions, coding in C, ABAP, XML, EDI interfaces in Banking and Manufacturing, SAP IDOCs, BAPIs, and ALEs

Strong risk management, trouble shooting and problem solving skills

Detail-oriented, self-motivated and work effectively as part of a team or independently

SKILLS SUMMARY:

Specialties: Program Management, Lifecycle Project Management, SWOT & Gap Analysis, Communication/Action Plan, Development Management, Integration Management, Scope Management, Schedule & Cost variance control, Quality Management, Risk Management, Best Practices Compliance, and Lean Six Sigma Principles

Methodologies: PMP trained, SDLC, Scrum, Six Sigma (Certified Green Belt), Accelerated SAP (ASAP), Service Request Management (SRM)

Applications: SAP FICO (GL, AR, AP, COPA), SAP Solution Manager, SAP Banking, MS Project, MS office (PowerPoint, Word, Excel, Visio), Report Writer, SharePoint, ProModel (Simulation)

Platforms: Windows 98/2K/XP/Vista/7/8, VAX/VMS, UNIX

Languages: ABAP, HTML, Visual Basic

EXPERIENCE:

T-Mobile, Bellevue, WA November 2014 – Till Now

Solution Architect

Approved New Finance System test strategy for Unit, Functional, Integration, Smoke, Performance & Load, Security, User Acceptance, and Cutover testing

Collaborated with cross-functional team and systems integrator in Technical Review Board and Architectural Review Board cadences to highlight critical design elements in SAP (FICO) Loan and Lease initiative

Scrutinized Functional Specification Documents(FSDs) for SAP Banking RICEF objects for traceability to requirements, end-to-end integration, and technical specifications

oInstituted process to qualify readiness of FSDs for joint reviews to save professional hours of diverse teams and encourage system integrator for increased readiness

Identified and escalated project risks working effectively with upper management, Development Team Managers, Functional Analysts, and Developers for functional design and architecture

Developed Tracking methodology to charter progress of RICEF development through Technical Specifications, Coding, Unit testing, and Integration testing

Managed work effort of T-Mobile resources for ABAP development and interfaces of SAP Loan and Lease work streams with SAP and non-SAP applications

Provided consolidated report to upper management highlighting key milestones, target activities, and critical action items

IBM, Solon, OH March 2013 – October 2014

Project Manager, Go-Live support

Led FICO Hypercare team post Go-Live and supported 60+ new users in transition to SAP

Mapped Business processes to SAP roles and coordinated with Security team for authorizations and reduced disruptions in existing processes like Release Strategies and Master Data maintenance

Created and updated Business Process Designs, Functional Designs, and ARIS Workflows

Generated and performed test routines to confirm flow between Queues in Incident Management with Solution Manager 7.1. Defined Email and Attachments communication path between Reporter, Support Team, and Message Processor

Measured and monitored the actual monthly consumption number of Incidents, application environment and enhancements, to confirm support model, the resource staffing levels, and the charges

Resolved and documented incidents in Record To Report and Source To Pay segments

Defined Interest Calculation Types, Reference interest rates, and Assigning Accounts for Automatic Posting for Interest Calculations

Workrite, Aerostar - Romulus, MI February 2010 – March 2013

Project Manager and Solutions Architect

Led Unit Testing and System Testing of FI General Ledger module, Accounts Payables, Accounts Receivables, Cost Center Accounting, Profit Center Accounting modules, and Dispute Management

Implemented SAP FICO and provided functional expertise and end-user training. Liaised with client for trouble-shooting and solving software problems including business process mapping

Customized AP/AR and configured House Banks, Automatic Payment Methods and Lockbox Processing, Dispute Management, New G/L Document splitting, and Parallel Accounting

Integrated product movement tracking between MM, SD, and FICO to ensure current updates of relative G/L accounts

Experienced in developing interfaces using IDOC and ALE

Presented a proof of concept in Cloud Storage for SAP data archiving with a conceptual architecture for virtualization. Highlighted Total Cost of ownership, availability, and performance

Independent Consultant (4 projects), Charlotte, NC August 2006 – February 2010

Implementation Project Manager

Analyzed business processes, system requirements, created business blueprint, and defined implementation timeline

Facilitated integration of FICO with SD, MM, and PP

Resolved account assignments and valuation areas in SD and MM for specific materials

Trained super users and established offshore support team for troubleshooting in production environment

Conducted workshop to gather requirements for corporate and tax reporting related to asset accounting

Provided post go-live support and involved in configuration changes for process improvements

Developed Defect Management Plan for Integration testing

Confirmed and utilized Use Cases for Unit, Integration and UAT testing

Developed Test Strategy, Plan, and Reports for PMO

Created reports using Report Painter for CCA and PCA

Developed QC Field Guide and Training material for Client Users

Configured outgoing payments, open item clearing in Accounts Payable

Configured automatic payment program for AP including partial payment configuration and check management

Refined and configured payment methods, payments terms, house bank, bank accounts for AP, AR - dunning process, and interest calculation

Configured customer master data, credit management, and automatic dunning program for overdue customers

Defined chart of depreciation, account determination for General Ledger postings, and assigned input tax indicator for non-taxable acquisitions

Customized lockbox, payment requests, interest calculations, and alternate bank selections for payments

Configured Cost Center Accounting master data including planning and cost allocations in Cost Center Accounting

Executed year-end closing activities including standard FI-GL and custom reports with Report Painter

Maintained tax jurisdictions codes, Lockbox configuration, and APP configurations

PricewaterhouseCoopers, Charlotte, NC August 2003 – August 2006

Management Consultant

Led SAP testing for TUT and FUT testing phases with 20 Use cases and reports displaying the expected vs. actual results.

oMonitored defect resolution working with development team

Created as-is and to-be test scenarios to map existing process and data flow with new process and data sharing in 3 modules of SAP R/3.

oLed unit testing for one and integration testing lead of all three supply chain modules in a multi-million dollar bar code product industry operation

●Formulated data migration maps from existing systems for input into MM and PP modules and designing reports to match current reports for routing and material replenishment.

oTrained users in interpretation and use of new information exchange

●SAP AG introduced Advanced Planner and Optimizer and team had a need for professional who could integrate efforts of SAP module experts and business development team.

oLed integration testing between Demand Planning of SAP APO with MM, PP, and CO modules of SAP R/3. Sales team used the solutions template to generate 3 projects in first year for 3 to 5 full time consultants

●Trained a group of 78 consultants at company’s Global Training Center to implement Production Planning module in repetitive process industries

Electronic Data Systems (EDS) -Troy, MI January 2001 – August 2003

Functional Lead and Project Manager-Enterprise Products

●Reduced service delivery costs with new Systems Request Methodology (SRM) and cut average service delivery time from 5 to 2 days.

oIdentified new roadmap with measured process times, flags for tracking progress, metrics to track compliance, and notifications to maintain uninterrupted process flow

oGenerated additional revenue of $1.5M per year through sales demonstrations to another division

oAfter 2 years, SRM was accepted as standard methodology by client with over 10,000 end users

oConvinced five more divisions on benefits of new SRM process and obtained sign off on additional $3M project extension

oJoined as Senior Consultant and promoted to Project Lead after successful pilot to manage project with 3 full time resources and project budget of $2M

●Introduced concept of discrete event Simulation for precise predictive analysis of alternatives and changes.

oReduced manpower by 25% and with accelerated cycle times increased production by $1.76 million per year. Built models for one location and trained Operations staff at 4 locations

oQuick comparisons of “What-If” scenarios instilled agile manufacturing environment

●Conceptualized and built Material & Labor Balancing System (MLBS) that reduced online inventory to 1 hour, improved response time to less than 30 minutes, and reduced material handling labor by 50%.

Trained end users and implemented MLBS at 5 locations with cost savings of over $3M for each plant

oEnabled instant access to requirements and consistent data inventory for use by all sources in the planning and execution cycle

●Researched and deployed document management application for document exchange in product development cycle between engineering, quality, and prototype departments

RFQLogix, INC., Charlotte, NC June 1999 – January 2001

Founder and Technical Architect

●Co-founded the B2B company and led it to over 1200 Buyers and Vendor with detailed profiles that enabled intelligent requisition processing

●Conceived and built requisition processing web-tool, RFQlogix, with a budget of $3M

●Augmented sales for Vendors by 100% and reduced direct material procurement costs for Buyers by 30%.

●Led 9 technical and 5 business development resources to develop, test, and successfully market the solution for made-to-order products

●Contributed in technical data flow, relational database tables, and functional design for web page layouts and transitions

●Resolved conflicts between end user requirement s of simple yet comprehensive application and limitations of technical design

●Coordinated Web design with resources in New York, database design with resources in Michigan and California, and Web designers in India

Cooper Tire – Siebe Automotive, Auburn Hills, MI January 1996 – June 1999

Supply Chain Analyst

Streamlined the Supply Chain logistics for raw materials, semi-finished goods, and finished goods amongst 4 manufacturing plants, 12 customer locations, and over 150 vendors. Reduced procurement costs for direct materials by $1.7M-$2M/year through aggressive negotiations and leaner logistics

Conducted monthly gross margin analysis to select best performing product lines and identified high cost processes as targets for lean operations

Integrated transportation logistics in supply chain management involving 4 manufacturing locations, 12 customer plants, and over 150 vendors

Utilized Predictive Analytics technology to forecast cost and sales by product line for each market segment. The results optimized sales efforts towards high margin products and guided operations in identifying cost saving opportunities

Youngest in company history to be appointed by president to the Total Employee Continuous Improvement team. Evaluated and rewarded employees on suggested opportunities for improvement

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