Senior Program/ Project Portfolio Director

PROFESSIONAL EXPERIENCE SUMMARY

Experience working with leading IT consulting firms to provide Program management over large-scale, top-priority and complex technology initiatives delivering Custom Software Development/ COTS Implementation/Modernization/Migration/System Integration Programs from conceptualization through Go-Live & Maintenance across global customers.

Budgeted and successfully delivered multiple concurrent Programs/Project Portfolios in the Digital space valued $20 million/annum, with no compromise on quality and profit margins.

Successfully managed and completed several Global Enterprise wide Implementations of Programs budget varying from $500k to $15 million.

Experience working in Canada, USA, India and countries in Europe. Delivered programs from both Onshore and Offshore locations.

Executed multiple Projects & Programs for leading customers like GE, GM, British Petroleum, Sanofi Aventis, Merck, Pfizer,MasterCard, CapitalOne, AIB, SCB, CIBC, McGraw Hill Group and Bombardier Aerospace.

Have Software Engineering Background and experienced in Auto, Life sciences, BFSI, Media, & Retail domains

Proven track record in leading large globally distributed teams.

Expert in fixed price programs/ projects and application development/ migration. Successfully executed multiple programs and projects within budget, schedule, agreed scope and quality.

Wide range of experience in both waterfall and agile/scrum development methodologies

Consistently exceeded the operational goals like margins, Resource pyramid, Resource cost, Onshore/Offshore mix and utilization.

Mentored and motivated cross-cultural Onshore/Offshore Project Managers and teams, optimized their performance levels to effectively contribute towards Project Goal.

Accountable for customer relationship, Program/Project performance reporting and Customer Satisfaction (CSAT), consistently exceeded organizational CSAT norms on 90% of the cases.

Evaluated, engaged and managed multiple Third Party resource vendors, Product vendors and Digital Agencies (For UX and UI).

Responsible for Budget tracking, revenue forecasting, and performance of high-performing teams.

Identify, collate and disseminate best practices, lessons learned and reusable components across programs, resulting in process improvements, delivery efficiency and consistency.

Contributed to a change initiative linked to the workforce transformation focused on Project and Program Management competency, Devised IT focused Knowledge Areas like PMP. Rolled out Processes and Templates for various SDLC stages

Qualified Engineer with a Post-Graduation in Management. PRINCE2® certified. Member PMI

Over 10 years of cutting-edge experience in the field of Content Management/Portals, e-commerce/ Digital, Java/J2EE//Web and related technologies

REPRESENTATIVE PROJECTS

Refer Annexure A

CAREER PROFILE SUMMARY

Company

Role

Date Hired

SkillShip(Startup)

Sr. Consultant-IT/Program Delivery

Jan 2017 – Present

HPE Canada, Toronto

Program Manager

Jun 2016 – Nov 2016

HCL Technologies

Projects Portfolio Delivery Manager

Jul 2011 – Feb 2016

Wipro Technologies

Projects Portfolio Delivery Manager

Oct 2007 – Jul 2011

Satyam Computer Services

Project Manager

May 2004 – Oct 2007

Patni Computer Systems

Project Leader

August 2001 – May 2004

MAJOR ROLES AND RESPONSIBILITIES HELD

Sr. Consultant IT/Software Delivery

Company: Skillship - Startup

Jan 2017 – Present

Responsibilities

Assembled and lead project delivery teams with a balanced mix and software/architecture and Business analysis skills sets of resources to meet project demands.

Responsible for all cost, budget and account receivables for the program

Defined Roles, Responsibilities and G&O for the Project Team members.

Kick started and Lead the initiating, planning, design, development, and deployment of projects

Managed and Delivered scalable application within the agreed schedule, quality requirements

Build an Offshore delivery center grounds up

oIdentified an ideal location for the development center

oSetup Development Infrastructure and Offshore/Onsite communication Infrastructure

Ramp up and organize offshore/Onsite development teams, created a team structure.

Monitor cost, schedule, and technical performance of component projects and operations

Formulated Microservices strategy to accommodate accelerated delivery model

Responsible for Program reporting, weekly project status report, Schedule, effort, cost, risk and quality metrics

Program Manager – Jun 2016 – Nov 2016

Company: HPE Canada Client: CIBC

Responsibilities

Lead the assessment and solutioning for Modernizing the legacy platform through application transition and transformation, to address the inability to scale, the high cost of change, and the rate of change in the area of Wealth Management for a leading Canadian Bank

Develop a transformation and transition strategy that can scale, support continuous change while also reduce the overall cost of ownership.

Develop a Strategy and road map to ramp up resources to meet business demands effectively and efficiently.

Deliver multiple technical Proof of Concepts to prove the transformation strategy

Responsible for determining, Monitoring and Reviewing all Project /Program Economies which include costs, operational Budgets, Staffing Requirements, Third Party Contractors and Risks

Resolving issues impacting the program, escalation management

Played a catalyst role in minimizing and resolving conflicts and delivery escalations by developing a collaborative work culture and proactive risk management.

Review project estimations in terms of timeline commitments and staffing the right people across the program

Manage all resources including offshore associates to complete projects and releases on time and within scope and budget.

Review sprint reports, project retrospectives, and regular snapshots of project velocity and budget burn rate

Coordinated the preparation of proposals, SoWs business plans(ROI, TCO and NPV analysis), specifications and financial terms of contract.

Produce strategic program and detailed project plans, status, metrics and KPIs to enable clear operational direction for stakeholders and project teams.

Responsible for Program status reporting at various levels, i.e. Steering Committee, Executive Leadership, IT Delivery Organization etc.

Delivery Head/ Practice Head - Oct 2007 – Feb 2016

Companies: Wipro, HCL Technologies (UK, Ireland, India) Clients: Allied Irish Bank, Standard Chartered Bank, Merck, Pfizer

Responsibilities

Delivered multiple Transformational Portal/Content Management/ Modernization/ Digital programs end to end.

Responsible for building and managing client relationships and expectations.

Drove Continuous program Efficiencies through Knowledge/Re-usable Assets, Skill Development, Team Capability Enhancement, Delivery Efficiencies, Adoption of new tools/technologies & methodologies.

Assembled and lead project delivery teams with a balanced mix and skills sets of resources to meet project demands. Resolved conflicts within team

Management of multiple accounts/customers from Horizontal perspective

Responsible for determining, Monitoring and Reviewing all Project /Program Economies which include costs, operational Budgets, Staffing Requirements, Third Party Contractors and Risks

Responsible for revenue target of accounts, account mining working closely with sales and Delivery Engagement teams

Played a catalyst role in minimizing and resolving conflicts and delivery escalations by developing a collaborative work culture and proactive risk management.

Own and report the Profit and Loss statement, customer expectations and escalation and program dashboard to Top Management periodically.

Established Program/Program governance structure and coordinated steering committee meetings for effective decision making

Audit/Review Programs and Processes to ensure the Delivery and Operational Excellence.

Coordinated the preparation of proposals, SoWs business plans, specifications and financial terms/conditions of contract

Owned Capacity planning based on budget and ensured effective resource utilization across Onshore and Offshore including resource allocation/ release, bench management, monitoring talent pipeline and visa utilization

Performed root-cause analysis, separating symptoms from causes

Responsible for resource management, including up-skilling, re-skilling, succession planning

Created G&O and provide performance review feedback for team members and develop personal development plans. Nurture team on their career aspirations.

Provide leadership and guidance to the Project and Program Management Competency practice.

Led several Agile based end to end development projects

Program Manager – July 2006 — Oct 2007

Company: Satyam Computer Services (USA) Clients: GM, McGraw Hill

Responsibilities:

Negotiated, lead and delivered large complex projects(in excess 50 project team members, with multiple work locations)

Responsible and accountable for the coordinated management of multiple related projects directed toward strategic business and other organizational objectives

Built credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the organization

Primary customer contact for program activities, leading program review sessions with customer to discuss cost, schedule, and technical performance

Review and provide estimates on new programs/projects or enhancements

Ensured that all commitments and contract obligations to the customers are met.

Responsible for all cost, budget and account receivables for the program

Produce strategic program and detailed project plans to enable clear operational direction for stakeholders and project teams.

Review project estimations in terms of timeline commitments and staffing the right people across the program

Own and report the Profit and Loss statement to Senior Management periodically.

Participate in Pre-Sales activity such as responding to RFP's, estimations, Showcase the Practice's ability during Customer meets/visits.

Determine, Monitor and Review all Project /Program Economies which include costs, operational Budgets, Staffing Requirements, Resources, Sub Contractors and Risks

Develop Project Control and Reporting procedures and facilitate Status Review meetings among Project Team Members and clients.

Manage all resources including off shore associates to complete projects and releases on time and within scope and budget

Analyze program/project profitability, revenue, margins, bill rates and utilization across program

Project Manager/Account Delivery Manager – May 2004 — July 2006

Companies: Satyam Computer Services India/Canada, Patni Computer Services Clients: Sanofi Aventis, Bombardier Aerospace- Canada, British Petroleum, Thompson Legal and Regulatory

Responsibilities

Delivered Projects and Program within the agreed schedule, quality requirements and Price

Project scoping, budgeting, estimation, costing & profitability.

Project planning, tracking and monitoring.

Defined development process methodologies and implement them in projects.

Resource planning and management

Project execution and delivery, extending to post deployment and maintenance of applications.

Reviewed project plans, project schedules, and design documents developed by Project Leads

Investigate new tools and technologies for the Application Development department.

Prepare proposals with time and effort estimation.

Define milestone based schedule for all major activities of the project & work allocation to the team.

Responsible for resource utilization, time & cost monitoring

Analyze profitability, revenue, margins, bill rates and utilization across projects

Successfully built an ODC (Offshore Development center) at Chennai for Sanofi Aventis.

Risk Management Planning, Work with the Onsite and offshore teams to mitigate risks and issues.

Implementation of Quality Assurance and Quality Control processes as per the planned Project metrics.

Direct and coordinate activities related to design, development and implementation.

Implemented process improvement changes as needed based on the metrics.

Resource management, Allocation and adjustment across different projects

Creation and Adherence to all Project and Program Documentation, Present reports defining project progress, issues and solutions

Project Manager/Leader – Customer (GE)

August 2001 – May 2004

Responsibilities

Responsible for all project management activities - estimation, planning resource allocation, release scheduling and optimization

Ensure that all the project tasks and deliverables remain on track and within cost

Conduct Project reviews with the GE management and Patni senior management periodically

Internal escalations and escalations to GE at the appropriate times

Ensure Configuration management of all the project work products.

Implement of best practices for designing/coding/testing storage applications.

Hands on experience in providing technical support and technical quality control throughout all stages of the project.

Reviews software deliverables developed by team members.

IT ENVIRONMENTS

Project Tools

MS Office Suite, MS Project, MS Visio, JIRA

Web Development

Java, J2EE, HTML, DHTML, XML, XSLT, DTD

Portal & Content Management Tools

SharePoint, Documentum

Databases

SQLSERVER7, Oracle, DB2

Development Tools

Visual Source Safe, Visual Studio, ER Win, Star Team, Win CVS

EDUCATION

Educational Qualification

Bachelor of Engineering

Post Graduate Diploma in Business Administration (Systems Management)

Post Graduate Diploma in Computer Administration

Certifications

PRINCE2®

Sun Java™ 2 Certified Professional

Member PMI

ANNEXURE A

Given below is a summary view of some of the Digital Transformational Programs and Projects that I have managed end to end.

Customer: One of the “Big Four" commercial banks in Ireland

Role: Program Manager

Peak Team size: 60

Duration: 18 Months Budget: $15million

Program Objective: Design and Build an Enterprise Collaboration Application using SharePoint 2013 technologies, and to migrate contents from identified legacy systems(Intranet based on LotusNotes, Confluence, QuickPlace, FileShare, Lotus Notes/Domino, ALIMAIL, SharePoint2010/MoSS 2007) onto SharePoint 2013.

Responsible for helping the customer realize the below benefits:

One integrated Digital platform for collaboration from disparate systems

End user experience improvements that lead to increased productivity and adoption

Multi-channel delivery

Migration of existing Domino Intranet to new platform with collaboration and social features of SharePoint 2013

Reduction in Support and maintenance efforts

Enable indexing and search of fragmented File Share data using SharePoint 2013 platform

Migration of Lotus Notes DB’s and workflows to SharePoint 2013 InfoPath

Customer: Leading Multinational Automobile Manufacturer

Role: Program Manager

Peak Team size: 75 Budget: $9 million

Duration: 16 Months

Program Objective: Enable global cross-functional collaboration across all of the company’s worldwide establishments implement one Digital information repository for Global Product Development and their collaborative functional areas as well as the entire enterprise. The intent of this program was to architect, design and develop a migration strategy and migrate the information that is currently being managed by Legacy systems this new Digital Global Document Management (GDM) system.

Responsible for achieving the below program outcomes:

Implement Global document collaboration (including JVs, Suppliers, Alliance Partners and cross- functional business units)

Provide appropriate access by the company to “persons of interest”

Cost reduction (reduce the number of document management systems used globally)

Employee Enthusiasm (increased productivity, extend the user’s desktop for ease of use, with minimal training, no additional Ids and Passwords, seamless access - SSO implementation)

Implement the taxonomy (navigation scheme) needed in GDM for storing documents (Business and Non Business Records) that will be migrated from Legacy Systems

Implement the security in GDM including creating the security groups/memberships for implementing security for documents (Business and Non Business Records) that will be migrated from Legacy

Implement the data model/object model in EDM(legacy System) for documents (Business and Non Business Records) that will be migrated from legacy systems

Migrate the documents (Business and Non Business Records) from disparate legacy systems to GDM one Functional Area (Content Area) at a time

Customer: One of the Top 5 Global Pharma Companies worldwide

Role: Project Manager

Peak Team Size: 35

Duration: 9 months Budget: $ 5.5 million

Project Objective: Create a Knowledge Worker Portal (KWP) for the company’s Global Digital Marketing initiative aimed at: Creation of an Asset Manager repository thereby increasing the re-use and repurposing of marketing content. Creation of a digital marketing toolkit. Provide the ability to search and retrieve relevant content Developing a brand focused workspace that can be configured to meet brand specific needs by providing access to different systems from a single location, Providing the ability for Collaborative creation of Digital marketing content involving external marketing agencies, country affiliates, and partners.

Customer: One of the top 5 banks in Canada

Role: Program Manager

Peak Team Size: 30

Program Objective: Modernize the legacy platform through application transition and transformation, to address the inability to scale, the high cost of change, and the rate of change in Wealth Management for a leading Canadian Bank

Responsible for helping the customer realize the below benefits:

Develop a transformation and transition strategy that can scale, support continuous change while also reduce the overall cost of ownership.

Develop a Strategy and road map to ramp up resources to meet business demands effectively and efficiently.

Deliver multiple technical Proof of Concepts to prove the transformation strategy

Customer: One of the Top 3 Global Pharma Companies worldwide

Role: Portfolio Manager Peak Team Size: 50

Duration: 24 months

Project Portfolio: Enterprise Collaboration and knowledge Management (ECKM) is a shared IT services created for managing the projects related to niche skills. ECKM provides support to all divisions for the customer’s IT related work using a Core-Flexi model. Manage the Enterprise Portal by development and supporting different branded and unbranded portals.

This Portfolio covers multiple projects

Enterprise Portal – This project covers the company’s intranet portal for all the communications, collaboration and management of different activities. The company has around 100 portals/applications to manage the operations. All the applications were redesigned in Enterprise portal. Agile methodology is being used for implementation.

ECKM FAST Implementation – FAST is used as Search platform for the company, Implement search for all the existing portals or new portals.

ECKM Branding and Multilingual support augmentation

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