1. Mobile: 469-586-9912
hemamalini.shyam@gmail.com
HEMAMALINI SRINIVASAN
SKILLS &
ABILITIES
About 15 years of IT experience includes
- Application services, SaaS, Product services
- Project, Program & People management
- IT Vendor management
- SOW and Contract renewals, RFPs
- Cross functional team management
I have been successful in planning and executing SDLC Application development and
maintenance projects.
9 years of Project management experience includes
- Projects in SDLC – Waterfall and Agile methodologies
- Scope management, Project budget and cost management, Stakeholder
management, Release Management
- Highly skilledin Project / Program level PPT presentation reports to level 2 – VP
executives
Domains
- Airlines – Reservations, Departure control system (SME), Ticketing,
Flight operations, Maintenance & Engineering
- Banking & Financials - Banking Mortgage, Accounts Payable
Technologies
- TPF Expert, Assembler, TPFDF, Sabretalk, JCL, TPF file system, mainframe filesystems
and relational databases
- Managed projects in different technologies such as mainframes, web services, Java,
J2EE, Cloud computing, .Net, Newgen products and Kofax Products
- Advance skills in SharePoint, MS project, Visio, PowerPoint, Open Workbench
EDUCATION Bachelor of Engineering ( Computer Science )
- Bharathidasan University, May 1999, FIRST CLASS with DISTINCTION
CERTIFICATIONS
PMP®, CSM , Six Sigma Black Belt
Inclusive Leadership online course from CatalystX

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EXPERIENCE
SUMMARY
PROJECT MANAGER (CONCURRENT), MPHASIS AN HP COMPANY
Dec – 2008 to till date
Client : American Airlines - Jun 2012 till date
Team handles maintenance and enhancements for American Airlines – Flight Operations,
Maintenance & Engineering and Crews System. Team size of 10 offshore + 8 Onsite developer
members support the project using SDLC waterfall methodologies. Onsite PM role since Aug
2014. Maintenance team handles the customer service support – Level 2 requests and minor
enhancements.
Single Flight Operations project (Nov ‘14 – Aug ’15), is an IT system migration project, merges
the AA and US M&E functions, managed using agile scrum methodologies.
Duties
1. Project management Plan -Creation and maintenance , CMMi Level 3Process adherence and
health reporting, Project planning using MS project, WBS creation, scheduling, budgeting,
cost management, Release management
2. Resource management, People care management, Billing and SOW renewals, Account level
reporting, Cost & Financial management and reporting, Talent acquisition, SOW renewals
3. Ensure task completion within scope, on time and within budget.
4. PPT Presentations, recommendations, escalations and weekly / monthly status reports
provided to the Level 2 - VP office, customers and related stakeholders as required.
5. Project management related documentation creation and maintenance such as Project
plan, Project documentations such as BRD, TD, Test case / test results document, artifacts,
implementation plan, user manuals, DAIR(dependency, action, issue, risk) log,
communication plan, escalation matrix, etc.
6. Performed an independent review and provided findings for improvements on project
management for AA EMC project (Kofax technology, Database monitoring maintenance
project), not managed by me.
7. Managed geographically dispersed cross functional teams
Achievements
Increased the revenue by 0.4mn$ over a period of 6 months.
Fireflies Day ’12 – planned / headed an exclusive half day engagement event for 50 women
employees in the Travel and Transportation account.
Client : Jetstar Accounts Payable Project (Sep 2011 – Mar 2014)
Program mFin, Accounts Payable SaaS Platform, IP owned by MphasiS, is end to end solution
for Account Payable process developed for Jetstar Airways, hosted in CLOUD. This program
includes 3 different products, several vendor teams, application teams, BPO team, Incident
management team and infrastructure support team. Accountable for managing the platform’s
application development / maintenance/ release / support in CLOUD using waterfall
methodologies. Dev team includes a peak team size of 1 Architect, 3 PMs, 10 developers, 1 test
member and the maintenance team includes 5 members. This program included managing
customer service support – Level 1 – Incident management, Level 2 – technical requests and
Level 3 - product support. This complex program was one of its first kind within the company
cut across enterprise horizontals.
Duties

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1. Accountable for 1 million dollar and 5 year term contract complex Program
2. Established and lead the program and project governance processes due to complex
communication and process flow with several stakeholders.
3. Program planning using MS project, scheduling, budgeting and cost management and
ensured project completion within scope, on time and within budget, Release
management, Change Management.
4. P&L Ownership, People care, Resource management, Billing and SOW creation, Cost
Analysis and Financials reporting, Talent acquisition / project staffing, Vendor management
5. Participated in monthly account review meeting with the client
6. Represented the team to report overall project status and upcoming risks and suggest
solutions about it.
7. High visibility project – PPT Presentations, recommendations, weekly/monthly Status
reports provided to the Level 2 - VP office.
8. Project management related documentation creation and maintenance such as Project
plan, Project documentations such as BRD, TD, Test case / test results document,
implementation plan, user manuals, artifacts, DAIR(dependency, action, issue, risk) log,
communication plan, escalation matrix, etc.
9. Managed geographically dispersed cross functional teams
10. Worked on RFPs and new deals of similar opportunities.
Achievements
During development of the platform, Project was successful in implementing change
requests worth 0.1M AUD over a period of 1 year.
Team was selected as Finalist in IPG Paragon TPI award for innovative project.
Received Quarterly Award in the Delivery Account manager category for successfully
leading the Jetstar program
Received Voice of employee (VOE) score of 58 against Org score of 53 / Enterprise Tower
score of 36 for the FY 2012.
Jetstar Team selected for the “Breakthrough deal of the year Award”
DSKOOL (internal company LMS project) – Feb 2010 – Sep 2013
In order to strengthen the domain knowledge of our account – Air services, DSKOOL was
initiated with the intention to induct all new members to Airline domain with 2 levels of
certification and create a COE (Centre of Excellence) and LMS. DSKOOL Level 0 aims at
providing basic information on all the jargons used by Airline industry. DSKOOL Level 1
provides detailed information about each of the Business processes of Airline industry. A web
based exam software was developed to test the understanding of the knowledge acquisition by
this course and study material books were released at the end of the project. All employees in
the account (400 members) were mandated with a 3 week timeline to complete the Level 0
exam and achieved 95% target for course completion. Team consisted of PMs, research
members, technical writers, domain experts, software developers, test members.
Duties
1. Program management / project management using waterfall methodologies
2. Project planning using open Workbench, WBS creation, scheduling, cost management
3. Planned / executed / monitored/ tracked the activities to complete Level 0 and Level 1
content creation and certification

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4. High level status reporting and PPT presentations to VP Account Head
5. Owned 2 Business process contents for DSKOOL Level 0 courseware
6. Reviewed the entire contents of DSKOOL courseware with SMEs
Achievements
Received Award for leading the DSKOOL Program and successful completion of Level 0
Course and Level 1 Course.
SHARES Project – Feb 2010 – May 2012
SHARES System is a reservations / check-in system owned by HP, used by major airlines in US.
Project manager for one of the towers - reservations. Team size includes a 23 member team,
for maintenance, enhancement and estimation activities using waterfall methodologies and
plan the release cyclefor major enhancements, projects. Maintenance team handled the
customer support – Level 2 requests. During this tenure, I managed the SHARES Reservations
System migration project, as part of Continental and United Airways merger.
Duties
1. Project planning using MS Project, scheduling, budgeting, cost management, tracking of
tasks, WBS creation, release management
2. Ensure task completion within scope, on time and within budget.
3. Project management, resource management, people care, escalation management, status
reporting, account level reporting / PPT presentations to Account Head – AVP level
4. Take care of training and induction for new members.
5. Technical consulting, Talent acquisition / project staffing
6. SharePoint for project DMS
7. Managed geographically dispersed cross functional teams
Achievements
SHARES Team was selected for Annual Award from the organization for the largest
successful migration project (Continental – United Merger) executed.
Atraxis Project – Dec 2008 – Feb 2010, Zurich, Switzerland
Atraxis System is a reservations / check-in and weight and balance system owned by HP, used
by major airlines in Swiss / Europe. Project lead / manager for one of the towers – Departure
Control. Team size includes a 5 BAs, 7 developers, who work in customer service support
requests (Level 1 and Level 2 requests), requirement analysis, application maintenance,
enhancement using waterfall methodologies, estimation activities and release planning. I was
also acting as onsite coordinator for a period of 11 months and helped in transition of
requirement Analysis, application development / maintenance work from Zurich, Switzerland
to Chennai, India. I was involvedin creation of transition plan, related documentations,
artifacts, weekly / monthly status reporting, PPT presentations to Account Delivery head, HP
VP level executives.
Duties
1. Onsite Technical Lead and transition manager for Departure control systems tower

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2. Underwent AHM 560 training at onsite with the BAs to lead and provide consultation on
the migrated work. Managed AHM 560 support team, handles customer service support –
Level 1, Level 2 viacall and mail requests.
3. Project planning using MS Project, scheduling, budgeting, cost management, tracking of
tasks, WBS creation, Plan / execute / monitor/ track the activities / task by team members,
release management, SharePoint for project DMS
4. Ensure task completion within scope, on time and within budget.
5. SOW creation / renewals, Resource management, absence management, people care
activities, training needs, reward team member’s performance, inducting new members
6. Take care of resource requirements for new opportunities and liaisewith different groups
within Organization for on-boarding the member, managed geographically dispersed cross
functional teams
TECHNICAL MANAGER, INTERGLOBETECHNOLOGIES.
Jun 2006 – Nov 2008
Worldspan Account - Mar 2007 – Nov 2008
This project includes application maintenance activities by mainframe teams to take care of
Worldspan (Travelport) GDS system using waterfall methodologies. I was identified as Project
Manager, eventually increased the team size from 6 to 20 and was also provided to handle all
projects in Worldspan account. Application maintenance includes customer service support –
Level 2 technical analysis / bug fixing requests.
Galileo Project – Jun 2006 - Mar 2007
The project involved application maintenance and enhancement tasks for Galileo GDS
(Travelport) using waterfall methodologies. Application maintenance includes customer
service support – Level 2 technical analysis / bug fixing requests.
Duties
1. Analyze, design, code of the enhancements / maintenance requests
2. Project planning / track the activities of the team and provide technical consulting to the team
3. Provide monthly account level reporting and PPT presentations to Chennai Center Head
4. Resource management / talent acquisition, induct new members to the team and provide
training to them, managed geographically dispersed cross functional teams
Achievements
Increased the team size from 6 to 20 and was provided to handle all projects in
Worldspan account.
Received “Team of the Month” award for Cars and Hotels maintenance project