Gowrishankar Jayaraman PMP. ACP. CISA. SAFe Scrum Master

Location : Lombard, IL e-mail : ad3dw1@r.postjobfree.com Tel : 323-***-****

LinkedIn: http://www.linkedin.com/in/gowrishankar-jayaraman-2147a01b

EMPLOYMENT STATUS

US Citizen.

SKILL SUMMARY

Project Management:

Methodologies

Value-Added Leadership:

Requirement Analysis

Waterfall

Cross-Functional Supervision

ROI Analysis

Agile

Team Building and Mentoring

Resource Hiring and Normalization

Scrum

Client Relations and Presentation

Costing and Budgeting

ITIL

Business and IT Planning

Project Scheduling and Closure

Vendor Management

Testing/QA/Rollout/Support

System Migration/Integration

Tools:

Jira

MS Planner

Confluence

MS Teams

GitHub

Visio

Jenkins

Clarity

MS Projects

PowerPoint

Smartsheet

Active Directory

EXPERIENCE SUMMARY

I am an experienced project/program / delivery manager with experience in collaborating with global teams. I am an effective communicator, a skill I used both in upstream and downstream communication.

I was introduced to Agile Methodology and framework in 2013 and have since executed hybrid projects and have been an Agile coach and mentor.

I joined as a team member in 2000 and became a project manager by 2002. I am a certified PMP, ACP (Agile Certified Practitioner, SaFe Scrum Master, ITIL with ITSM and Agile Coach.

I have been conducting in-house training at client sites, training client resources and managers Agile, Scrum, Kanban, Azure DevOps. I have experience in Change Management as well.

Tools I have used in my projects: Jira, Confluence, GitHub, Jenkins, MS Projects, Smartsheet, MS Planner, Teams. Visio, Clarity, PowerPoint

PROFESSION CERTIFICATION AND EDUCATION

PMI Project Management Professional Certification Membership # 1356389

PMI Agile Certified Practitioner Membership # 1578813

Certified SaFe 5 Scrum Master Certificate # 003*****-****

ITIL(F) v4 in ITSM Certificate # GR671347486GJ

Certified Agile Coach UID # KH12-271-20221125

BS Finance & Accounting, University of Bombay India (1983 to 1986)

MS Finance & Accounting from University of Missouri Kansas City (1990 -1992)

PROFESSIONAL EXPERIENCE

Client: Convergint, Schaumburg, IL Position: Consultant Project Manager 09.2022 – 12.2023

Convergint formed in 2001, has grown into a global leader in service-based systems integration through Merger & Acquisition. As a result, they have multiple data storage systems inherited as part of M&A which they would like to migrate to one cloud-based storage system Dynamic 365 using Azure DevOps

Convergint used Smartsheet extensively to track progress of the Dynamic 365 ERP Installation. I used it to,mobilize the best team for the job, keep project schedules and budgets on track, and forecast accurate hiring needs, to eliminate silos, make better decisions based on real-time data, automate workflows, and execute at scale.

Used Smartsheet for

Formula combinations for cross sheet reference View, modify, or delete cross sheet references in formulas

Create cross sheet references to work with data in another sheet.

Create and edit formulas in Smartsheet.

Create Dynamic View

Manage Convergint’s Smartsheet account and data.

Used Smartsheet ability to use Microsoft PowerBI through API calls.

Created Form and Reports

Dashboard linking various facets of a phase of the D365 Implementation for each of Convergint offices and regions in a particular Phase.

My responsibility was:

Train the team on Agile

Provided training in Azure DevOps for the Development and Integration team involved in Microsoft Dynamic 365 implementation:

Azure DevOps delivery plans - a delivery plan shows the scheduled work items by sprint (iteration path) of selected teams against a calendar view.

How to: use Azure Boards to manage backlogs.

Configure a hierarchy of teams.

Review team delivery plans in Azure Boards

Track Dependencies

Filter Delivery Plan

How to Add or Edit a Delivery Plan

These two training was conducted using Microsoft SME’s

Integrate Azure Boards and GitHub

REST API Reference

Draft Business Requirement for the Tax and Accounting team (Define Feature) and get stakeholder sign off

Write user stories with Acceptance criteria.

Hold working sessions with the assigned programmer (s) and concerned business stakeholders to clarify any questions the programming team has.

Review test cases with the testing lead to ensure all testing scenarios and test cases have been captured

Provide training in Kanban with emphasis on

What is Kanban - an Agile management method built on a philosophy of continuous improvement, where work items are “pulled” from a product backlog into a steady flow of work.

The 5 core properties of Kanban - Visualize the workflow, Limit Work in Progress (WIP), Manage flow, Make process policies explicit, Improve collaboratively.

The 4 Kanban principles - Start with what you do now, Agree to pursue incremental, evolutionary change, Respect the current process, roles, responsibilities, and titles, Encourage acts of leadership at all levels in your organization.

Role of a Kanban leader - A Kanban team leader is responsible for facilitating the Kanban meetings, which are regular sessions that help the team coordinate, collaborate, and improve their workflow. The main Kanban meetings are the daily stand-up, the replenishment meeting, the delivery planning meeting, and the retrospective meeting.

Manage changes through change management process ensuring all changes are submitted through the approved change management form with clear details of the change, criticality vis-à-vis business/finance or compliance, impact of the change, review by the technical team to determine the effort (to check if the sprint can be complete on the original agreed date) and cost, Approval for the change and cost, communicate to the stakeholder and the technical team the change request has been and the technical team can implement the change, Review the changes made.

Client: Capgemini, Chicago, IL Position: Consultant Engagement Manager 08.2021 – 08.2022

Provided Program management support to initiate projects as well as initiating PoC projects.

High level responsibility was:

Participate in Client Contact Negotiation

Develop SOW

Project Financing and Reporting

Resource Onboarding and training

Capgemini and Client Executive Reporting

Create high level program plan.

Participate in Feature and high-level user story development with acceptance criteria.

Facilitate meetings with programming team and the Product Owners to elaborate on the feature requirements and clarification.

Facilitate all Scrum Ceremonies.

Provide training in Kanban with emphasis on

What is Kanban - an Agile management method built on a philosophy of continuous improvement, where work items are “pulled” from a product backlog into a steady flow of work.

The 5 core properties of Kanban - Visualize the workflow, Limit Work in Progress (WIP), Manage flow, Make process policies explicit, Improve collaboratively.

The 4 Kanban principles - Start with what you do now, Agree to pursue incremental, evolutionary change, Respect the current process, roles, responsibilities, and titles, Encourage acts of leadership at all levels in your organization.

Role of a Kanban leader - A Kanban team leader is responsible for facilitating the Kanban meetings, which are regular sessions that help the team coordinate, collaborate, and improve their workflow. The main Kanban meetings are the daily stand-up, the replenishment meeting, the delivery planning meeting, and the retrospective meeting.

Managed 4 projects at Capgemini.

McDonalds Product Division – Automating of Test Scripts PoC

McDonalds, as the leader in fast food, is constantly innovating new recipes as well as planning seasonal menu launches and bringing back customer favorites menus for a short while. All these are handled by the McDonalds product division.

Facilitated meeting with the product owner and conduct internal workshops to ensure clear understanding as well as any additional clarification required for all feature and user stories in JIRA.

Created a pod of 6 testers (3 testers each for “Order Taking” and “Menu”), from the total 15 Capgemini testing team, with Selenium Testing Automation knowledge.

Organized Selenium refresh session and OpenTest (automating tools used at McDonalds) for the 6 testers.

Facilitated discussion on strategy to achieve 50% automation. As the team was already used to manual testing and test scenarios and test cases were already identified (as part of manual testing), it was decided to select 10 low and 10 medium complex test case to automate as a proof-of-concept (PoC) by end of September 2021.

Created Kanban Board and Burnup charts.

Facilitated Agile ceremonies.

Communicate project progress through weekly status calls with McDonalds executives.

Shift Left PoC Project

McDonald wanted to improve their quick to market initiative while enhancing their customer experience and satisfaction. Their goal was for the order to be ready for pickup when the customer reaches the Drive-Thru windows thereby reducing the customer wait time.

Capgemini suggested a Shift-Left approach; a methodology in product development based on moving tasks, processes, and responsibilities to earlier in the development process. It includes shifting activities traditionally done in the later stage of development, like testing for quality assurance. The intention is to identify issues early on and resolve them sooner to enhance product quality and accelerate time to market.

With McDonald key stakeholder buy-in to provide the needed technical (access to network port, firewall) and subject matter expertise to the team, Capgemini initiated a 90-day PoC to test if Shift-Left was the right approach.

I was responsible for:

Onboarding Resources

Organize OpenTest training. OpenTest is the test automating tools used by McDonalds.

Train the resources in Agile Methodology and Agile Ceremonies

Assign them individual pods to automate the testing scripts, test the integrated scripts and move them to Build. Defects were sent back to the development and testing teams.

Jenkins was used for building, testing, and deploying, facilitating continuous integration, and continuous delivery. Coordinated with Jenkins team to check build0test-deploy was successful.

Commercial Edison (Con Ed) New York

Responsibilities were:

Update project financials every week

Attend monthly review by Capgemini finance team and answer any question they may have as well as draw their attention to any anomaly in the month being reviewed. I used this meeting to ask and understand the functionality of some tabs in the Clarity PPM tool.

Conduct Agile and Scrum coaching as well as help Capgemini resources assigned to the project.

Toyota Material Handling Plant

Responsibilities were:

Update project financials every week

Attend monthly review by Capgemini finance team and answer any questions.

Conduct Agile, Scrum, and Kannban coaching as well as help Capgemini resources assigned to the project.

Address Stakeholder concern

Facilitate meetings with the Capgemini developer and tester with the client business stakeholders to explain and address any concern the client stakeholder has.

Facilitate meeting the client SME and the Capgemini technical team.

Client: Ford Motor Company, Allen Park, Michigan Position: Consultant Project Manager 09.2014 – 07.2021

Client used best practices and knowledge to develop new and improve existing systems, solve problems, and anticipates evolving business requirements to identify, design, and implement appropriate process improvements, systems alternatives, and/or enhancements to current systems.

Global Ford Plants in North America, South America, Venezuela, Brazil Turkey and India undergo an infrastructure refresh every four years to create a new physical and virtual server environment to accommodate CPU and Memory requirements of new version software to manage their Plant Floor, Factory Information, Quality Assurance, Paint shop as other inhouse applications. These projects involved:

Reviewing the physical server and virtual server requirements of each application to be installed in the plant. This activity helps to determine the number of physical servers to be ordered.

Architecting the new server and storage environments; taking into account: the CPU and Memory requirements of the new version of existing applications software as well as new application that are planned to be installed in the particular plant, Failover Server requirement for an application, and determining the number of ESX servers to purchase based on Ford Plant floor redundancy Policy 36 vCPU per ESX server.

Create or Make necessary changes to Active Directory

Determining the adequacy of the plants current network to host the new server and vms as well as planned future growth. Coordinated with network team to upgrade the network where necessary.

Ensuring new applications uplinks are correctly established to predetermine offsite backup location or to the data center.

Coordinate with the Ford IT Security team to review the plant IT Security infrastructure and update the security were necessary.

Identify and suggest improvements to Ford IT Infrastructure strategies and processes; with focus on security, quality and improving delivery timelines.

Developed and monitored deliverables according to project plan and program goals with emphasis on risk and stakeholder communication management.

Aligned team operations with management directives. Partnered with client and internal executives.

Responsible for supervision of deliverable preparation, supported by Subject Matter Experts

Manage changes through change management process ensuring all changes are submitted through the approved change management form with clear details of the change, criticality vis-à-vis business/finance or compliance, impact of the change, review by the technical team to determine the effort (to check if the sprint can be complete on the original agreed date) and cost, Approval for the change and cost, communicate to the stakeholder and the technical team the change request has been and the technical team can implement the change, Review the changes made.

Client: MICROS Systems, Naples, Florida Position: Consultant Project Manager 09.2013 - 08.2014

The job needed a in-depth understanding of business process analyses, needs assessments, and preliminary cost/benefit analyses. Utilizes thorough understanding of business systems and industry requirements to translate business and user needs into system requirement specifications.

Met with client product manager to understand and gather Information on the product functionality.

Reviewed client defects log in JIRA to group the defects by product and screen.

Trained development and testing team on the nuances of the client’s products.

Provided Agile training to the client, development and testing team to write SMART user stories, define acceptance criteria, effort estimation using Fibonacci scale, assign story points, calculate velocity, Agile Ceremonies and their importance, purpose and goal to delivering in iteration and sprint and why a sprint once started should not interrupted etc.,

Provide training in Kanban with emphasis on

What is Kanban - an Agile management method built on a philosophy of continuous improvement, where work items are “pulled” from a product backlog into a steady flow of work.

The 5 core properties of Kanban - Visualize the workflow, Limit Work in Progress (WIP), Manage flow, Make process policies explicit, Improve collaboratively.

The 4 Kanban principles - Start with what you do now, Agree to pursue incremental, evolutionary change, Respect the current process, roles, responsibilities, and titles, Encourage acts of leadership at all levels in your organization.

Role of a Kanban leader - A Kanban team leader is responsible for facilitating the Kanban meetings, which are regular sessions that help the team coordinate, collaborate, and improve their workflow. The main Kanban meetings are the daily stand-up, the replenishment meeting, the delivery planning meeting, and the retrospective meeting.

Created Templates

Participated in Product Backlog and grooming.

Created user stores with acceptance criteria…

Facilitated meetings with the client product manager(s), development, and testing team.

Developed business case for each activity in the base-lined activity flowchart.

Reviewed test scenario and test case for each test scenario with the test lead and client product owner.

Hosted meeting with the development lead, test lead and the client product owner to ensure each user story is developed, tested, and meet the acceptance criteria.

Hosted meeting with the client build-test-promote-deliver teams to ensure defect free delivery of the sprint.

Client: Henry Ford Health Systems, Rochester Hills, Michigan Position: Consultant Project Manager 09.2010 - 08.2013

HFHS implemented EPIC, a medical record software application, support functions related to patient care, including registration and scheduling; clinical systems for doctors, nurses, emergency personnel, and other care providers; systems for lab technologists, pharmacists, and radiologists; and billing systems for insurers.

Worked with HFHS Executives to identifies and designate Product Owner

Assisted Product Owners to draft High Level business requirements and convert them to Product Backlog

Host meetings with stakeholder to prioritize product backlogs.

Participated user story writing.

Participated in Sprint Planning meetings.

Participate in all Agile Ceremonies (Daily Standup, Sprint Release and Retrospective meetings)

Maintained the Kanban Board

Created and maintained the Sprint Burn-up Chart.

Created and maintained the Agile Program Swimlane projecting all the planned sprints and tracking their progress.

Acted as a Kanban Leader as well. In this role provide training in Kanban with emphasis on

What is Kanban - an Agile management method built on a philosophy of continuous improvement, where work items are “pulled” from a product backlog into a steady flow of work.

The 5 core properties of Kanban - Visualize the workflow, Limit Work in Progress (WIP), Manage flow, Make process policies explicit, Improve collaboratively.

The 4 Kanban principles - Start with what you do now, Agree to pursue incremental, evolutionary change, Respect the current process, roles, responsibilities, and titles, Encourage acts of leadership at all levels in your organization.s

Role of a Kanban leader - A Kanban team leader is responsible for facilitating the Kanban meetings, which are regular sessions that help the team coordinate, collaborate, and improve their workflow. The main Kanban meetings are the daily stand-up, the replenishment meeting, the delivery planning meeting, and the retrospective meeting.

Additionally, I also:

Provided Operation support for a suite of clinical and pharmaceuticals applications.

Helped to identify, define, and support BPI initiatives; focus on patient support and confidentiality, improved vendor support, reducing defect, improving response time and training.

Worked with business client, PMO Head and HFHS Executive Board to identify, define and support business process improvement initiatives, and managed IT initiatives to implement those business process improvements.

Accountable for key metrics, including First Call Resolution (FCR), Customer Satisfaction (CSAT), service level/productivity metrics and sales.

Responsible for documenting business rules including stated objectives, incentive duration, vendor requirements, and budgetary expectations; manage vendor action plans and delivery compliance.

Handled additional responsibility for PMO to improve IT Operations and delivery and executive reporting dashboard, to name a few.

Established a well-defined escalation process and handled escalations from other Project Managers

Client: Southern California Edison (SCE), Rosemead, California Position: Consultant Project Manager 04.2007 - 08.2010

Built a robust job flow system both within and across business units. Removed redundant activities and improved service delivery.

Led a team of 15 members to develop safe, reliable, and affordable frontline operations. For transmission & distribution department

Led a team of 5 people members to build customized dashboards for the Transmission and Distribution department.

Initiated and managed the project to improve client billing system. Online accurate billing helped achieve 100% collection of all disputed and delayed billings

Improved project management and workflow process across all SCE departments. Saved $20,000 per month from redundant activities

Achieved 100% bill collection

Achieved seamless workflow (handover/takeover) of activities

Achieved improved communication and collaboration among cross functional units and business client

Achieved improved metric collection

Client: Priority Health Michigan, Holland, Michigan Position: Consultant Project Manager 08.2000 - 03.2007

Tools / Methodology used: Waterfall, PL/SQL, Oracle Reporter

High level responsibilities:

Overall responsibility for developing oracle interfaces and reports.

Mentored team in oracles interface and report development

Developed interfaces and custom reports for clients claim. Medicare & Medicaid, Clinical prescriptions, Inpatient & Outpatient departments, and hospice

Worked with the Quality Assurance department to define and establish quality improvements practices as per CMMI Level 6 and develop online training tools for the users.

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