Saima Rahat PMP

Voice# 346-***-****

ad22kc@r.postjobfree.com

Summary:

Highly motivated and results-driven professional, PMP certified professional. Proven aptitude to deliver projects on time, within budget, and above client expectations. Strong relational and instructional skills with ability to work cohesively and thrive in a challenging and deadline-driven environment. Looking for project management role within a top tier organisation to oversee projects’ delivery. have over 10 years of experience in deployment and business transformation, and I am confident in my ability to support the deployment of SAP S/4 HANA effectively. I have successfully led multiple ERP and EAM system deployments in the past, including finance, supply chain, and asset management scope. Additionally, I have experience preparing companies for technology-enabled business transformations. I possess effective communication and interpersonal skills, which will help in stakeholder management and working through influence. I am also skilled in organizational management and can manage multiple tasks and priorities simultaneously. I have preferred experience in full lifecycle SAP ECC and/or S/4 HANA deployments. I have also served as a servant leader/coach in developing high-performance cross-functional teams.

Areas of Expertise:

Project Management

Requirements Gathering & Analysis

Project Lifecycle with deployment

Excellent Communication

Strategy Planning & Implementation

SAP/S4 Hana Ariba project

Cross Functional Team Collaboration

Managed Financial projects end to end.

Problem Resolution

Transformation of Technology

Continuous Process Improvement

Forecast/ Project Timeline

Relationship Building

Training Plans for team motivation.

WORK EXPERIENCE

Walmart, USA REMOTE ROLE

Oct2023 To date

Project Manager

KEY ROLE:

Logistics project at Walmart is their implementation of a sophisticated supply chain management system. This system helps Walmart efficiently manage their inventory, distribution, transportation processes.

Through this project, Walmart has been able to optimize their supply chain integrating real-time data from suppliers, warehouses, and stores. The system allows for accurate forecasting of demand, more efficient replenishment of stock, and better tracking visibility of products throughout the supply chain.

Additionally, Walmart has implemented various technologies such as RFID tags and automated picking systems, to further improve the efficiency of their logistics operations. These technologies help to reduce manual errors, improve inventory accuracy, and up the processing and handling of goods.

Overall, this logistics project has helped streamline their operations, reduce costs, and improve customer satisfaction by ensuring products are available in the right place at the right time.

CIBC, Toronto, Canada

Worked on Multiple projects and one of those was SAP S4/HANA

THE PROJECT:

Duration: 2018 – May 2023

I was involved one of the Projects to migrate SAP ECC To SAP ERP:

The transformation from SAP ECC (Enterprise Central Component) to SAP ERP (Enterprise Resource Planning) involves migrating the existing system and data from ECC to the ERP platform.

STEP BY STEP Process Involved:

Planning and Preparation: The first step is to plan prepare for the transformation. This involves identifying the scope of the project, assessing the current ECC system, and determining the goals and objectives of the transformation.

System Landscape Design: Next, the landscape is designed to accommodate the new SAP ERP system. This includes determining the hardware and software, setting up the necessary servers and infrastructure, and establishing connectivity between systems.

Data Migration: One of the critical steps in the transformation process is migrating data from the ECC system to the system. This involves extracting the data from ECC, transforming it into a format compatible with ERP, loading it into the new system.

Configuration: Once the data has been migrated, the ERP system needs to be configured to align with the business processes and requirements. This includes setting up data, defining organizational structures, and configuring the various modules and functions.

Testing and: Before going live with the ERP system, thorough testing and validation are conducted to ensure that everything is working correctly. This includes testing the various business processes, verifying the accuracy of data, and any issues or discrepancies.

Training and Knowledge Transfer: Employees need to be trained on how use the new ERP system effectively. This involves conducting training sessions and workshops to familiarize users with the new system and its features, as well as providing access to documentation and resources.

Live and Post-Implementation Support: Once all the preparations have been completed, the ERP is ready to go live. This involves transitioning from the old ECC system to the new ERP system, ensuring that all users can access and use the system successfully. Post-implementation support is also to address any issues or concerns that may arise during the initial period.

Overall, the transformation from ECC to SAP ERP involves careful planning, data migration, system configuration, testing, training, and support. By following these steps, organizations can successfully transition from ECC to ERP and leverage the advanced and capabilities offered by the ERP platform.

HIGHLIGHTS OF RESPONSIBILITIES OF OTHER FINANCIAL PROJECTS: Mar2014 Dec2018

Work with the Product Owner to ensure the roadmap is updated and the epics are identified before Program Increment (PI) Planning.

Excellent communication and partnership skills are essential for interacting and communicating with key stakeholders at all levels across the organization; to manage, inform and influence outcomes.

Facilitated scrum events including Daily Standup, Iteration Planning, Iteration Review, Backlog refinement, and Iteration Retrospective.

Facilitate team meetings and teamwork to continual improvement of team’s agile practices.

The production launch list (PLL) will provide a holistic framework to ensure operational and functional quality improvement. At a minimum, all programs must comply with the following: Planning exit, Development exit, Integration Exit, Pre-production exit and post-production exit.

Program level we used to capture all the PI metrics: Feature by strategy category, Velocity chart, planned velocity for complete PI, and Risk board (Resolved, Owned, Accepted, and Mitigated)

Coordinates with the developers and QA team to get all the user stories assigned at the end of the sprint as part of acceptance testing (Design, Development, Testing) Test results to be reviewed by the Business owners.

Motivate team players with excellent business, analytical, communication, presentation, management, technical, and written skills.

Active participation in discovery sessions, interviews, prototyping, document reviews, plan setup, and plan configuration with clients.

Dynamically adapt and enforce Scrum practices to manage change to new norms throughout the team. Identified and resolved impediments to success by working collaboratively with a team and driving intelligent solutions.

Continuously improve the team's Agile and safe practices through retrospectives and experimentation

Coach and mentor team members on Agile and safe principles and practices

Good knowledge in using and developing MS share point to equip the other team member on the project updates and lessons learned throughout the development of different phases of the project.

Made significant changes and enhanced Java and SQL procedures of an existing Java application, Jira card and service now a tracking tool for application integration.

Worked with Web development with the developers and based on business owner requirements.

Interacted with the business users for the requirements capture of the new user-friendly .net application used to create and maintain the industry structures.

Environment: Agile-Scrum, MS Office, MS Share Points, MS Teams, Smart Sheets/ SAP ECRM S/4 Hana Cloud, AS400

XITTEL Communications Inc., Toronto, ON Jul 2011 – Feb 2014

Business Analyst & Project Manager

Responsibilities:

Major task was to implement the Business Plan with the team members and interaction with the SME for brainstorming to work on cost and risk factors of the project in an effective manner to mitigate the risks in a cost-efficient manner.

Served as a business analyst to manage multiple projects and ensuring the team maintains focus on quality and continuous delivery.

Facilitate team meetings and teamwork to continual improvement of team’s agile practices.

Strong ability to balance data with other factors when making decisions and integrating agile principles and work products.

Organize and present the functional specifications such as use case documents, and application workflows to Business and IT stakeholders and solicit feedback.

Ability to work effectively in a cross-functional team environment, balance workload, and prioritize effectively. Able to manage self and time to meet commitments.

In-depth knowledge of the Software Development Life Cycle process which includes Waterfall, and Agile Methodologies

Active participation in discovery sessions, interviews, prototyping, document reviews, plan setup, and plan configuration with clients.

Involved in Client interaction and support to the marketing team. User meetings resolve implementation and performance issues.

Work with the Product Owner to update the roadmap and identify the top 5 epics before Program Increment (PI) Planning.

Dynamically adapt and enforce Scrum practices to manage change to new norms throughout the team. Identified and resolved impediments to success by working collaboratively with a team and driving intelligent solutions.

Develop, Maintain and support Continuous Integration framework.

Pacific Leasing Company Ltd. Lahore, Pakistan Aug 2003 to May 2010

Assistant Manager, Credit & Manager

Assisted Head of CAD in preparation of business proposals for seeking approvals from the

Credit Review Committee and the Board of Directors of the Bank.

Established new Business development opportunities with new clientage as well as existing.

clients secured annual business targets worth Rs.2 billion in FY-2008.

Collection and recovery of monthly and quarterly lease rentals/installments and settlements

of bad and doubtful debts of accounts. Also dealt with litigation accounts of the Bank.

Grays Leasing Company Ltd. Dec 1998 to July 2003

Assistant Manager, Credit & Marketing,

Responsible of Credit Relationship Management, Appraisal, Risk Assessment, Approval,

Responsible of Credit Relationship Management, Appraisal, Risk Assessment, Approval, Disbursement, Credit Administration, Documentation, Supervision, Follow-up, Monitoring, Restructuring, Project Finance, Impaired Asset Management, etc. in respect of Commercial, SME, & Micro Segments etc.

Credit Officer Apr 1996 to Nov. 1998

Al-Baraka Islamic Investment Bank

Selling banking multi products, maximizing accounts profitability through cross selling

Selling banking multi products, maximizing accounts profitability through cross selling company's other products such as credit cards, Visa, Master and Amex Cards, personal loans, smart loans and small & medium enterprises loans. Identifying new business opportunities with listing new companies. Handled customer queries and providing feedback.

Environment: Waterfall Methodology, MS Word, MS Excel, MS PowerPoint, MS Access, MS Project, Microsoft SQL Server, XML, Microservices, Microsoft Visio, MS SharePoint, MS Teams.

EDUCATION

Project Management Professional (PMP) Project Management Institute (PMI), 2023

MBA (master’s in business administration and Informational Technology) The Hajvery University, GPA 3.75 out of 4.00, 2005

HRSM Payroll Specialist Diploma CDC College, Toronto, Canada, 2012

Bachelor’s in commerce University of the Punjab, Pakistan, 1994

AWARDS

Distinctions in Database Management and Project Management system projects.

+ Award in all the semesters/courses of MBA.

Contact this candidate