KIRAN KUMAR SANKARA

(Doctorate in Strategic Leadership), Digital Transformation Cornell Certified, MBA UMd

Enterprise Agile Coach Specialised in Portfolio and Program Flow and Author

Scaled Agile SPC 6.0, LPM 6.0, RTE 6.0, SSM 6.0, POPM 6.0, PMI-ACP, CSP, CSM, PMP, ITILF

Implementation and Delivery of Large and Complex Programs

Contact: 732-***-****~ E-Mail: ad1h9w@r.postjobfree.com, US Citizen; linkedin.com/in/kiran-sankara-26042a33

Senior Executive Profile (Strategy, Tactical, Coach, Enablement and Outcome ) spanning 27 years of IT Enterprise Experience. Provide Enterprise Level Solution Intent, Context, and Manage End to End Transformations. Manage Large & Complex Account Level Delivery commitments through applying latest Methodologies, Frameworks, Tools and Techniques of Program and Project Management. Expert knowledge areas cut through 3 major Program Management Frameworks (Enterprise Agile SAFe 6.0/5.0/4.6/4.0 / 3.0, Scrum Alliance CSP and CSM, Agile PMI-ACP, and Conventional Project Management PMP).

AN OVERVIEW

Author of two publications, “50 Agile Coach Random Scenarios” and “Agile Team Transformations Made Easy available on Amazon.com

27 years of IT Industry experience and expertise in Implement and Deliver Large and Complex Portfolios / Programs / Project spanning across various Domains / Technologies / Frameworks & Methodologies.

Strategy for end to end Concept to Cash value stream creation and tactical implementation through converting Vision to PI roadmap to MVP and eventually prioritized feature list for PI cycle

Work with leadership to understand the organization landscape and organization vision and help identify yearly, quarterly OKRs and break them into product roadmap outcomes. Eventually identify KPIs to measure the OKRs

Create overall Transformation plan that helps to navigate from current state to future state by defining adoption plan and identify engagement model from various departments.

Create over all operating model on how to deliver the transformation plan

Identify need of new Trains and utilise the SAFe railway station model for the same

Expert in SAFe6.0, 5.0, 4.6, 4.5 4.0 and 3.0 framework. Enterprise Agile Coach, Portfolio level - PPM, Portfolio metrics, Lean goals, Strategic Themes, Kanban, Budgets, Portfolio Backlog, Business and Architecture Epics, Value Stream proposition, and Launch Agile Release Trains ARTs.

Establish, Implement and Handle Large Solution SAFe framework

Create and Implement ART end to end Implementation plan

Successfully delivered SAFe (SA and SAFe PMPO) training close to 500 members globally.

Coach alignments to enterprise strategy and cascaded OKRs.

Facilitate PI planning, Support PI Execution, Coach the ART, Optimize Flow, Improve Relentless.

Conduct value stream, prioritization, executive workshop and readiness score card.

At Program level - on-boarding ARTs, Synchronization and Cadence, Release on Demand, ART metrics, Vision, Roadmap, Program Backlog, WSJF, Release planning, PI objectives, System demos and Inspect & Adapt.

At Project level, Team PI Objectives, Team Backlog, Code Quality, handle Agile teams, Iterations, Sprint goals and IP cycle.

As an RTE (Release Train Engineer) handled three roles of Delivery / Program / Project Manager. Orchestrate all functions that are related to the Portfolio / Program / Project. Scrum ceremonies, Scrum of Scrums, PIs, I&A, Portfolio, Program, Team backlogs, Business value & Rank calculation with WSJF, apply Value Stream proposition to all the ARTs.

Proficient in performing Agile / Scrum related roles such as creating & reviewing Value Stream Mapping / reducing the Total Cycle Time / increasing Process Efficiency %, Team Velocity, burned out change etc.

Deft in planning, managing and executing programs / projects for start-ups and developing technical resources for greater value addition and increased margins

Skilled in managing program deliveries in a timely manner involving seamless onsite/ offshore coordination and transparent communication with all sponsors and stakeholders at every phases at regular interval

Insightful experience in programme management activities including project scoping, estimation, planning, risk management, finalisation of technical / functional specifications, resource administration and quality management of product application

Talent for proactively identifying & resolving problems, ramping up the program activities with on time deliverables and maximising productivity

Areas of Expertise

Establish, Implement and Handle Large Solution SAFe framework.

As SPC, Provide SAFe Solutions to Solve traditional DevOps: Implementation across Program level Cadence and Synchronization, On-board right resources Agile Release Trains(ART), Enterprise Automation and Version control

Coach, Mentor and Train Cross Functional Teams on Leading SAFe / PMPO / XP Scrum

As SPC, Provide SAFe Solutions for ART launch / Identify WSJ rankings / I &A / System Demos / SOS / PI Objectives / Team Objectives / Cadence and Synchronization / Release on Demand / Release Planning/ Value Stream / Kanban / Themes

As SPC, Provide learning and certifications to Leading SAFe ( SA) teams

Cut across all the three Frameworks and Methodologies of Enterprise Agile / Agile / Scrum /Conventional PMP

Agile Framework, Manifesto, Lean principles and values, XP pair programming and CI/ Automation Testing and validation

Portfolio, Program, Team level execution. Task board, Scrum of Scrum, Product Owner and Product Managers, ART metrics, Portfolio metrics, Release management, Code quality, Vision, Roadmap, Spikes, Arch and Business Epics

EMPLOYMENT DETAILS

Full Time Organization: Intrastrategy Inc. -Enterprise Agile Coach March 2023 – Till date

Client: Virginia Department of Transportation Virginia, Role – Consultant Enterprise Agile Coach

Key Result area:

End to End Delivery across product lines

Create value streams and identify solution trains (multiple ARTs) that include Program / Project and Service delivery

Optimise Flow at all levels of scaled agile framework. Establish ART Flow metrics, Improve the flow of value, Reduce cross-team dependencies.

Conducted virtual Pre-PI Planning sessions for ART backlog readiness, prioritisation, and overall ranking and ART enablements. PI-Planning sessions, ART Execution, Program delivery with alignment to enterprise strategy and cascaded OKRs

Create and maintain PI roadmap, Solution backlog, Program backlog efforts

Mentor, coach and train ART resources by asking powerful questions, active listening, scaled agile enablements, and role based trainings.

Promote built-in

Prioritization, business value and Ranking of Features

Program level metrics / ART metrics / Feature tracker / Capacity / Predictability

Handle scrum and Kanban teams

Full Time Organisation: Tata Consulting Services (TCS NA)-Agile Coach April 2021 – Feb 2023

Client: Amtrak, Role – Consultant Enterprise Agile Coach

Key Result area:

Created component based teams as per the landscape

Created Transformation plan, Engagement plan and Operating model

Identified new ART and conducted Pre-ART ceremonies using SAFe examples Railway station model

Initiated and conducted Center of Agile Excellence offices and Community of Practices role based

Worked closely with business owners and helped creating the product roadmaps, aligned with enterprise strategies and OKRs and measured through KPIs

Facilitate pre PI planning and PI plannings. ART execution, Coach and Mentor ART resources

Optimise flow through ART measurement, Reduce cross-team dependencies, and improve flow value

Drive relentless improvement through agility health through team and ART assessments.

Established faster feedback loop by religiously conducting retrospectives and Inspect & Adapts

DORs, DODs for. Features and Stories are established and followed

Conducted enablement sessions for senior management teams

Full Time Organization: Intrastrategy Inc. -Enterprise Agile Coach Nov 2018 – March 2021

Client 1: Bank of America NC, Enterprise Agile Transformation Coach (July 2020 – March 2021)

Key Result area:

Created Transformation plan, Adoption plan, Operating model, Engagement model

Conducted Value Stream workshop for O365 and Virtual Services groups

Conducted virtual PI Planning sessions

Pre-PI planning before PI Planning

Program backlog and Feature prioritization with BV, Priority and Ranking

Created PI calendar and Iteration calendar

Conducted SAFe for Teams for ART participants

Portfolio canvas for epic consumption and costing across ARTs

Successful End to End PI planning event facilitation

Derive Feature lifecycle along with policies, owners and PI cycle events

Definition of Ready for Features and Definition of Done for the PI and Release

Portfolio and program level metrics

Conduct Mid-PI review meetings

Conduct Feature estimation with white elephant and T-shirt sizing

Created new enabler, feature and ART template and socialized

Introduced Scrum of Scrum into the teams and handhold RTEs to run these ceremonies

Conducted Inspect & Adapt after 2 day PI planning event

Agile tool JIRA

End to end concept to cash value stream at portfolio, identify producer and consumer ARTs and create MVP for each PI cycle

Create SAFe Transformation plan and Implementation road map using railways station format

Portfolio canvas for epic consumption and costing across ARTs

Derive operational value stream, with current state and future state KPIs for SDE and Platform

Handle one of the ART as RTE

Program level WSJF workshops and implementation in Pre-PI planning refinement events

Facilitate Prioritization of requirements at Funnel stage both at portfolio and program level

ADO admin and setup for portfolio and program heiarchy

Portfolio and program level metrics

Client 2: Deloitte Nashville, Enterprise Agile Coach (Dec 2019 – June 2020)

Key Result area:

End to end concept to cash value stream at portfolio, identify producer and consumer ARTs and create MVP for each PI cycle

Create SAFe Transformation plan and Implementation road map using railways station format

Portfolio canvas for epic consumption and costing across ARTs

Derive operational value stream, with current state and future state KPIs for SDE and Platform

Handle one of the ART as RTE

Successful End to End PI planning event facilitation

Derive Feature lifecycle along with policies, owners and PI cycle events

Conduct two PI planning events for Platform and SDE ARTs

Conduct two Inspect & Adapt for Platform and SDE ARTs

Definition of Ready for Features and Definition of Done for the PI and Release

Program level WSJF workshops and implementation in Pre-PI planning refinement events

Facilitate Prioritization of requirements at Funnel stage both at portfolio and program level

ADO admin and setup for portfolio and program heiarchy

Portfolio and program level metrics

Conduct Mid-PI review meetings

Conduct S3 and participate in S2 ceremonies to work on cross ART dependencies

Conduct Feature estimation with white elephant and T-shirt sizing

Created new enabler, feature and ART template and socialized

Introduced Scrum of Scrum into the teams and handhold RTEs to run these ceremonies

Used SAFe toolkits for PI planning and Iteration planning

Conducted pre PI-Planning event

Conducted Inspect & Adapt after 2 day PI planning event

Agile tool MS Teams, ADO, TFS

Client 3: Department of Health – Centre for Medicare and Medicard Services (CMS), Baltimore MD, Enterprise Agile Transformation Coach (June 2019 – Dec 2019)

Key Result area:

Lead Transformation Agile Coach

Drive complete transformation between CMS, BESST and HITC stakeholders

Agile budget and costing for each PI cycle as per CMS policy

Handle one of the ART as RTE

Facilitate Prioritization of requirements at Funnel stage both at portfolio and program level

Identify WSJF both at portfolio and program level

Conducted WSJF hand on workshop and eventually utilized in feature prioritization

Conduct Feature estimation with white elephant and T-shirt sizing

End to end life cycle of Feature from Funnel to Done

Created new enabler, feature and ART template and socialized

Created DoR for feature level and socialised

Made teams understand the SAFe R&R

Introduced SoS into the teams and handhold RTEs to run these ceremonies

Help configure Jira an Confluence with new teams onboarding, roles and permissions

Identify and created point of arrival of requirements flow to SAFe framework

Helped team to map Program and team level ceremonies over feature lifecycle

Used SAFe toolkits for PI planning and Iteration planning

Conducted pre PI-Planning event

Conducted Inspect & Adapt after 2 day PI planning event

Conducted 2 day PI planning event

Provide guardrail to complete management over the SAFe practices and roles

Team training and certification on Leading SAFe, SAFe for Teams and SAFe POPM

Agile tool Jira, Confluence with using plug-in for big picture and portfolio integration

Client 4: Aetna, Hartford CT, Enterprise Agile Coach (Nov 2018 – May 2019)

Key Result area:

Identified need of Solution layer SAFe into the existing structure

Define new solution level roles and responsibilities and socialized

Created multiple ARTs roadmap as solution delivered across roadmap

Created new enabler, feature and ART template and socialized

Created DoR for feature level and socialised

Made teams understand the SAFe R&R

Introduced SoS and SoT into the teams and handhold RTEs to run these ceremonies

Helped solution and product managers to import requirements from CSV to RTC

Identify and created point of arrival of requirements flow to SAFe framework

End to end life cycle of Feature from Funnel to Done

Helped team to map Program and team level ceremonies over feature lifecycle

Used SAFe toolkits for PI planning and Iteration planning

Conducted pre PI-Planning event

Conducted Inspect & Adapt after 2 day PI planning event

Conducted 2 day PI planning event

Conducted WSJF hand on workshop and eventually utilized in feature prioritization

Provide guardrail to complete management over the SAFe practices and roles

Conducted two Leading SAFe SA 4.6 batches of 75 resources

RTC agile tool

Full Time Organization: Cap Gemini Americas, Chicago IL- Enterprise Agile Coach/Director. June 2018 – Oct 2018

Key Result areas:

As business coach, I am handling all the communications, orientations, vision, roadmaps at portfolio level

Handhold executive teams to create and identify Value Stream, MVP, Story mapping to epic level

Coaching styles – Mentoring, Coaching, and Facilitation

Do not give out or provide solutions but provide environment for the teams to identify solutions

Work more on the WE space rather on the I space

Conduct Agile summits at the client for sr executives, business and coaches

Understand the culture of the organisation and deliver in as per client

Work in terms of coaching arc and create environment to get the situations ease out with stakeholders

Assessments, Maturity and Implementation plans

Derive release planning, execution of 4+1 sprints for each Release

Conduct and coach on Inputs / Process / Outputs for all the five scrum ceremonies

Prioritise epics and features, break down stories into smaller stories that can fit into a sprint

Splitting of stories, spill stories across iterations depending on the release calendar

Onshore and Offshore team coordination for Stand-ups, Grooming, SPM, Retro and Demos

Team Assessment, Role Assessment and custom make Maturity model for Agile team ramp up

Lead, Organise and conduct all Agile Coaches brainstorming sessions across the Business Unit

Coach / Mentor Leadership teams with Enterprise Agile / Agile frameworks and Practices

Work with Program level and Team level, Agile groups and provide inputs regarding PI planning, Features and User story breakup, run through ceremonies, identify the shortfall on Agile approaches done with teams.

Work on with Kanban, Value stream mapping, PI Objectives, PI Planning, PI Objectives, and Sprint Goals, DOD

New logo proposal writing

New logo transition work plan

Go to market for new bundled agile offerings

Participate and represent Agile CoE in all the client proposal meetings

Conduct value stream workshops

Conduct portfolio level prioritization workshops for executive leadership

Conduct executive workshops

Prepare team readiness score cards

Identify point of arrival and opportunity canvas

Conduct L&D agile and scaled agile trainings across geographic

Full Time Organization: Infosys NA. -Enterprise Agile Coach MY 2017 – June 2018

Client 1: Express Scripts, Franklin Lakes NJ, Agile Coach (Sep 2017 – June 2018)

Key Result areas:

Value Stream, MVP, Story mapping to epic level

Conduct and facilitate Pre PI and 2 day PI planning events

Hands on on coaching rather than facilitation.

Do not give out or provide solutions but provide environment for the teams to identify

Conduct Agile summits at the client for sr executives, business and coaches

Understand the culture of the organisation and deliver in as per client

Work in terms of coaching arc and create environment to get the situations ease out with stakeholders

Assessments, Maturity and Implementation plans

Derive release planning, execution of 4+1 sprints for each Release

Conduct and coach on Inputs / Process / Outputs for all the five scrum ceremonies

Prioritise epics and features, break down stories into smaller stories that can fit into a sprint

Splitting of stories, spill stories across iterations depending on the release calendar

Onshore and Offshore team coordination for Stand-ups, Grooming, SPM, Retro and Demos

Team Assessment, Role Assessment and custom make Maturity model for Agile team ramp up

Lead, Organise and conduct all Agile Coaches brainstorming sessions across the Business Unit

Coach / Mentor Leadership teams with Enterprise Agile / Agile frameworks and Practices

Work with Program level and Team level, Agile groups and provide inputs regarding PI planning, Features and User story breakup, run through ceremonies, identify the shortfall on Agile approaches done with teams.

Work on with Kanban, Value stream mapping, PI Objectives, PI Planning, PI Objectives, and Sprint Goals, DOD

Full Time Organization: HCL Americas, Seattle. – Sr Scrum Master Nov 2016 – Apr 2017

Client 1: AT&T, Bothell, Seattle, Sr Scrum Master (Nov 2016 – Apr 2017)

Key Result areas:

Handle 3 projects with dedicated and diversified Agile teams

Help create Agile dashboards, Roadmaps, Sprint calendars, Capacity planning, Utilization.

Conduct and coach on Inputs / Process / Outputs for all the five scrum ceremonies

Prioritize epics and features, break down stories into smaller stories that can fit into a sprint

Splitting of stories, spill stories across iterations depending on the release calendar

Onshore and Offshore team coordination for Stand-ups, Grooming, SPM, Retro and Demos

Team Assessment, Role Assessment and custom make Maturity model for Agile team ramp up

Lead, Organize and conduct all Agile Coaches brainstorming sessions across the Business Unit

Coach / Mentor Leadership teams with Enterprise Agile / Agile frameworks and Practices

Work with Program level and Team level, Agile groups and provide inputs regarding PI planning, Features and User story breakup, run through ceremonies, identify the shortfall on Agile approaches done with teams.

Work on with Kanban, Value stream mapping, PI Objectives, PI Planning, PI Objectives, and Sprint Goals, DOD

Full Time Organization: HP Infosystem NJ. - Agile Coach Oct 2015 – Nov 2016

Client 1: Discover Financial Services, Chicago IL, Agile Coach (June 2016 – Nov 2016)

Key Result areas:

Work with Centre of Practice (COP) and EPMO teams from Banking and Lending

Create and Handle 4 Agile Teams and Agile towers for teams co-location and onsite-offshore coordination.

Identify Scrum Masters, Product Owners and Leads for 100% allocation into Agile teams.

Work with POs and Program Mangers to understand the check at the product backlog.

Facilitate meetings with business, program managers and product owners to prioritize the features and stories.

Conduct hands on workshops to all the agile teams on User Story writing, Rallly utilization, Capacity planning, sprint 0 activities.

Walk through all the Sprint 0 activities with all the team members and make them understand and perform.

Conduct all the sprint ceremonies like daily stand up, grooming, sprint planning meeting, demo and retro.

Present in most of the daily stand up, grooming meetings and mandatory in sprint planning, demo and retro.

Discuss all the Inputs / Process / Outputs of all the scrum ceremonies and make the teams follow.

See to that the teams and management reduce the waterfall process and adhere agile process

Participate; conduct sizing and estimation of User stories and features.

Run projects in agile process and adhere to the delivery schedules.

Handle, create complete Rally project. And check the updates and metrics.

Work with dedicated Agile teams with SMs and POs are pulled in 100% allocation and rest of the

Team Assessment, Role Assessment and custom make Maturity model for Agile team ramp up

Lead, Organize and conduct all Agile Coaches brainstorming sessions across the Business Unit

Coach / Mentor Leadership teams with Enterprise Agile / Agile frameworks and Practices

Work with Program level and Team level, Agile groups and provide inputs regarding PI planning, Features and User story breakup, run through ceremonies, identify the shortfall on Agile approaches done with teams.

Coach RTEs, Scrum Masters, Product Owners, PPM team, Product Management teams

Work on with Kanban, Value stream mapping, PI Objectives, PI Planning, PI Objectives, and Sprint Goals, DOD

Client 2: CrossWinds Technologies, NJ, Agile Coach (Oct 2015 – May 2016)

Key Result Areas:

Organize and Conduct Release Planning Sessions, Program PI Objectives, Launch ARTs, Capabilities, Enablers, and Backlogs.

Identify pain points, gaps, impact analysis for the existing system and Provide Transformation solution according to SAFe Framework in-line with Lean practices.

Create proposal for End to End Transformation Enterprise Solutions, CoE & Governance in-line with Scale Agile Framework.

Played various roles like Agile Coach & Mentor, RTE, Sr. Scrum Master, Scrum Master – In Agile World

Identify and plug-in gaps between Agile teams, Product Owner, Product Management teams, and Cross-functional teams

Ran more than 6 ARTs and I&As. Specialize in First ART, I&A, Pre-Planning, Planning, and Execution of ARTs.

Suggestions on Automation deployment system across CI / Test and CM systems. Centralized automation version control system. Help build environments, deploy and configure systems for Stage and Production.

Provide services in the role of an RTE replacing project and program managers.

Identify Strategic themes, prioritize portfolio backlog with Kanban and Value Stream.

Identify and derive portfolio level / program level ART metrics

Derive Business and Architectural epics, associate them into Agile Release Trains per Value Stream and budget constraints.

Manage and Coordinate Release Management, System, and Product Management teams and derive Program Epics, Vision and Roadmap. Eventually derive WSJF along with Product Management team and prioritize the Program backlog.

Program backlog, Release Planning, Program PI Objectives, Epics broken down into Features, architectural runway along with Business Owners and System Teams.

Manage ARTs either on demand or work with Cadence and Synchronization in line with program and portfolio objectives.

Conduct Scrum of Scrums, Identify dependencies across the programs and integrate all the PI objectives and conduct ARTs with Cadence and Synchronizations.

Cumulate Team level Backlogs, upstream Team PI Objectives, plan execute iterations, ensure code quality through automation, continuous integration and test first process.

Coach, Train, customer leadership teams on Agile, SAFe, and Lean Practices.

Advisory role to executives on Enterprise Agile adoption, Transformations and Change Management.

Full Time Organization: Wipro NA. -Sr. Manager Agile Nov 2014– Sep 2015

Key Result Areas:

Identify pain points, gaps, impact analysis for the existing system and Provide Transformation solution according to Agile Framework and Scrum methodologies in-line with Lean practices.

Run programs in-accordance with Agile manifesto, framework, and through Scrum methodologies.

Automate development, deployment operations and version control systems.

Refine program level product backlog, refine according to the business value defined by the Product Owners / Managers

Maintain Scrum ceremonies, artefacts, Lean team build, Scrum of Scrum to identify and manage program dependencies

High Risk, High business value items to be processed at highest priority.

Full Time Organization: Virtusa MA. -Head of PMO Large & Complex programs July 2011– Dec 2013

Key Result Areas:

Accountable for reporting to COO

Looked after the:

oImplementation of Business Velocity EBS R12 ERP (20 million USD) across all the geographies for VIRTUSA from Initiation to Go Live

oConceiving Blueprint to setup Oracle EBS practice for VIRTUSA which generates planned revenue of 500K USD in two quarters (Total costing of the program is USD 8million, spread across two financial years)

Headed tracks like Business Transformation, Change management, Consulting, PMO, QA, BI, L2C and Core Finance

Prepared and finalized engagement letters for the complete program for both PwC and KPMG

Formulated ATC level delivery strategy including revenues and actual margins of:

oEach SBU, billing utilization, resources locked, pyramid % mix allocations and deal review process

oSold margins v/s actual margins, fulfilments, billable and non-billable FTE ATC wise and practice wise

oAccount wise data, ATC onsite%, Tier wise week-on-week growth segment wise, design review compliance %, Code review compliance %, delivery review meeting, customer delight index, quarter revenue forecast, quarter AM forecast per account depending on Onsite %, pyramid %, total reported expenses and reported margins

Involved in complete budget process (PwC and KPMG contract value, Additional services value, Service credits, LD's, Hardware, Software requirements, Travel, Accommodation, Virtusa resources and to be hired resources, quarter wise break up

Managed program sponsors and stakeholders are from multiple geographic locations (US, UK, ASIA)

Selected, manage and coordinated with various external vendors like PwC and KPMG

Walked through 2 in a Box approach for business blue prints and requirements sign off coordinating with global teams

Steered committee, adopts governance structure, adopt framework and approach (implementation roadmap), complete product selection (SAP, Oracle), complete high level project plan, document project requirements for vendor, solicit proposals for vendors, assess proposals and finalize partner and demo finding to CIO council for approvals

Noteworthy Accomplishments:

Distinction of being Awarded OBS ERP R12 Implementation Lead 2 Cash / Core Finance / Management Reporting (BI) Business Intelligence canned and custom reports, Fixed Price Engagements to PwC and Audit process T&M to KPMG

Recognized for completing each billing cycle previously was 14-19 days and after implementation of ORACLE EBS it has come down to 7 days

Full Time Organization: Real Page, Dallas, USA as Director Apr2009– May 2011

Key Result Areas:

Implemented cross charging and getting approvals from Payments, Ledger Report and UDR Projects

Helped leasing desk domain in Regression Testing and Migration of 3.1 Scoring model to 3.5 Scoring model

Worked for first time in India on application development on other O/S like Android and MAC (for iPhone, and iPAD apps), due to this development of this mobile application, RPIPL has to procure a MAC system for the first time in its premises

Carried out the planning, implementation & delivery of ALW Senior living Project Phase 1 + 2+ 3 + 3 addendum / CLV Student living project

Handled online renewals for Student Living Project /online renewals for Student Living Project/Bulk Email Common Component

Managed the implementation of:

oRegressing testing for LeasingDesk Screening Project

oMind map tool for Data Import, CLV student living, and ALW senior living

oChange control board and change management process for ALW senior living

Executive Management Communication:

User voter list as per product enhancements

Steering committee meetings, Presenting POC’s (proof of concept), Program and project trackers

Reviews and Approvals of Annual cost budgeting (Actual vs. Planned)

Roadmaps as per objectives, Showcasing account wellness as per the size of the projects

Highlighting profitability / ROI YOY

Risk identification and mitigation as per historic data. Identify, derive, implement, and measure new processes

Suggesting and Setting up of new verticals / teams in India for cost effective solutions

Selling the “Resource Shared Pool Concept”

Program and Project Management:

Managed multiple programs in parallel with various verticals, costing from 500K to 5 million USD

Executed both “Fixed Price Projects” and “Time and Material Projects”

Imbibe triple constraint like “Scope”, “Cost” and “Schedule”, we also planned “Quality” into project from inception

“Quality plan”, “Quality Assurance like code reviews (Peer, Architect, Group)” and “Quality Control through Inspection”

Enhanced productivity and account wellness using various combinations of Rookie and Bulge Ratio

Followed all the PMBOK specified KA (Integration, Scope, Time, Cost, Risk, Quality, HR, Communication, and

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