This document provides a summary of Catherine Joy C. Delante's qualifications and experience. It outlines her role as a BPO Mobilization/Transitions Manager at Accenture, with responsibilities including supporting solution realization and service transition activities. Previous roles at Accenture included Corporate Quality and Risk Management Lead, Global Project Management Officer, and Operations Review/Service Management Associate Manager. She holds a Bachelor's degree in Business Management from the University of the Philippines and has extensive training and seminars in areas such as management, project management, operations excellence, and business intelligence.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
Establishing a business analysis practice in the he web versionucisa
A Business Analyst can add significant value to higher education institutions in several ways:
1) They help improve processes and services which enhances the student and staff experience.
2) They identify efficiencies that save costs and free up staff time by streamlining processes.
3) They avoid unnecessary solutions and ensure decisions are based on strong evidence.
4) They support change management so new projects are more likely to succeed.
The survey results show that enterprise architecture is still growing within higher education institutions. While most architecture functions are still based in IT, over half of respondents have established architecture in the last 5 years. Respondents indicated shifting more focus to tactical initiatives in response to COVID-19 challenges over the last year. The top challenges cited were lack of resources and increasing technical debt. Most institutions map capabilities and data to organizational elements and value sharing experiences from the community of practice.
Aon Hewitt provides benefits administration and human resource consulting. The document lists several open positions including benefits operations managers, programmers, consultants, and specialists. The roles are located across North America and involve tasks like benefits administration, technology implementation, pension calculations, and project management. URLs are provided for full position descriptions and applications.
*Strategic Facility Planning, IFMA World Workplace Bob Sawhill, CFM
Bob Sawhill\’s presentation at IFMA\’s World Workplace Conference. Titled: Strategic Facility Planning: "Get out of the weeds, and align your workplace with your business’ needs"
Toby Ellis has over 15 years of experience in information technology, customer service, and resource management. He currently works as a Senior Discipline Resource Manager at EMC2 Corporation, where he is responsible for ensuring teams have the necessary skills and staffing to meet service level agreements. Prior to this role, he worked in several resource management and customer service roles at EMC2, Colorado State University, and Diebold Inc. He has a proven track record of improving team utilization and customer satisfaction.
Zen and the Art of Enterprise Architecture - IoTAlan Hakimi
The document discusses the value of enterprise architecture for the Internet of Things (IoT). It provides an introductory perspective on how architecture can help drive high-level transformation for the IoT. It also shares some potential methods and concepts that may assist with IoT architecture. Finally, it sets the stage for future discussions on what must be done to make IoT architecture a reality.
Overcoming the challenges of change management associated with servitization:...Shaun West
This paper summarizes interviews with 20 operational managers from industrial companies that have implemented servitization strategies. The interviews identified 10 critical lessons for overcoming challenges with servitization change management. Key lessons included reframing how the company communicates about services, integrating installed equipment into customer relationship management, and creating cross-functional teams focused on services. The interviews confirmed barriers to servitization identified in prior research, such as organizational culture and customer relationships. Insights from the interviews will inform the development of case studies and guides to help other companies address servitization challenges.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
Establishing a business analysis practice in the he web versionucisa
A Business Analyst can add significant value to higher education institutions in several ways:
1) They help improve processes and services which enhances the student and staff experience.
2) They identify efficiencies that save costs and free up staff time by streamlining processes.
3) They avoid unnecessary solutions and ensure decisions are based on strong evidence.
4) They support change management so new projects are more likely to succeed.
The survey results show that enterprise architecture is still growing within higher education institutions. While most architecture functions are still based in IT, over half of respondents have established architecture in the last 5 years. Respondents indicated shifting more focus to tactical initiatives in response to COVID-19 challenges over the last year. The top challenges cited were lack of resources and increasing technical debt. Most institutions map capabilities and data to organizational elements and value sharing experiences from the community of practice.
Aon Hewitt provides benefits administration and human resource consulting. The document lists several open positions including benefits operations managers, programmers, consultants, and specialists. The roles are located across North America and involve tasks like benefits administration, technology implementation, pension calculations, and project management. URLs are provided for full position descriptions and applications.
*Strategic Facility Planning, IFMA World Workplace Bob Sawhill, CFM
Bob Sawhill\’s presentation at IFMA\’s World Workplace Conference. Titled: Strategic Facility Planning: "Get out of the weeds, and align your workplace with your business’ needs"
Toby Ellis has over 15 years of experience in information technology, customer service, and resource management. He currently works as a Senior Discipline Resource Manager at EMC2 Corporation, where he is responsible for ensuring teams have the necessary skills and staffing to meet service level agreements. Prior to this role, he worked in several resource management and customer service roles at EMC2, Colorado State University, and Diebold Inc. He has a proven track record of improving team utilization and customer satisfaction.
Zen and the Art of Enterprise Architecture - IoTAlan Hakimi
The document discusses the value of enterprise architecture for the Internet of Things (IoT). It provides an introductory perspective on how architecture can help drive high-level transformation for the IoT. It also shares some potential methods and concepts that may assist with IoT architecture. Finally, it sets the stage for future discussions on what must be done to make IoT architecture a reality.
Overcoming the challenges of change management associated with servitization:...Shaun West
This paper summarizes interviews with 20 operational managers from industrial companies that have implemented servitization strategies. The interviews identified 10 critical lessons for overcoming challenges with servitization change management. Key lessons included reframing how the company communicates about services, integrating installed equipment into customer relationship management, and creating cross-functional teams focused on services. The interviews confirmed barriers to servitization identified in prior research, such as organizational culture and customer relationships. Insights from the interviews will inform the development of case studies and guides to help other companies address servitization challenges.
Simple Knowledge Retention From Knoco LtdTom Young
Tom Young of Knoco http://www.knoco.com outlines a Simple approach to Knowledge Retention. More advice from Tom can be found at http://www.youtube.com/user/tomyoungknoco
How to Build a Strategic Transformation PracticeJames Woolwine
The document discusses several process improvement frameworks and methodologies:
- CMMI provides maturity levels to guide process improvement for product development, services, and acquisition. It originated for software but has been generalized.
- Lean focuses on eliminating waste in manufacturing and production. Principles include reducing overburden and uneven workloads.
- Lean Engineering aims to increase engineering efficiency by reducing waste, while Lean Manufacturing focuses more on inventory control and production processes.
- ITIL provides best practices for IT service management and underpins the ISO 20000 standard, though there are some differences between the frameworks. ITIL was influenced by Deming's process model view of operations management.
Gerard Joyner is a highly motivated professional with over 10 years of experience in project management, IT support, and business development. He has a proven track record of developing applications and databases, implementing systems, and maintaining client relationships. His experience spans roles in industries such as banking, legal services, automotive, and nonprofit organizations. He is proficient in Microsoft Office, Linux, networking, and various programming languages.
Zen and The Art of Enterprise Architecture - The Dynamics of Transformation i...Alan Hakimi
A progressive point of view on how to perform business transformation with the disciplines of architecture, design, engineering, operations and human experiences.
Hot to Cultivate Effective 'Remote Work' ProgramsPaige Edge
In an effort to reduce the cost of office space, application leaders often encourage employees to work remotely. However, if the emphasis is only on freeing up space, then these efforts will fail. This research describes the essential first steps of creating remote work programs.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
The document discusses implementing an effective Corporate Real Estate Project Framework in global organizations. It notes that real estate projects vary significantly in type, size, and complexity. This raises challenges around keeping information up-to-date and accessible, managing workflow, and using a single framework for such diverse projects. The document then outlines hurdles such as a lack of accurate information, ineffective collaboration, and poor governance. It presents CQC's Corporate Real Estate Project Framework as a solution, which keeps project information centralized and allows customization of governance structures. The framework facilitates collaboration and proactive management through features like milestone tracking and customizable reporting.
HOW TO IMPROVE THE CURRENT POSITION OF THE COMPANYyoyoey markyoes
This proposal outlines ways to improve productivity and reduce turnover at Diamond Cooperation. Productivity has declined over 50% and turnover has increased to 68% in recent months, costing the company RM100,000. Factors contributing include unclear job roles and tasks, inefficient management, internal conflicts, lack of motivation, and outdated equipment. Solutions proposed are developing clear job descriptions and specifications, improving management skills, addressing internal conflicts, enhancing motivation through goals and stress management, and upgrading equipment. The benefits would be increased productivity, retention, employee engagement and satisfaction, and organizational competitiveness.
Business Process Optimization Philosophy IB Work Better June 2014Stephen Tavares
This document describes Philosophy IB's approach to business process design and optimization. It outlines a six-step ADVANCE methodology: Analyze, Design, Validate, Advise, Envision, and Communicate & Execute. This methodology involves analyzing the current processes, designing optimized new processes, validating the new designs with stakeholders, advising on change management needs, envisioning the new processes visually, and executing implementation through communication and training. The goal is to improve productivity, reduce cycle times, clarify roles, and increase compliance through more efficient, usable, and repeatable business processes.
The document discusses new approaches for stakeholder management in business. It outlines a stakeholder analysis process involving identifying stakeholders, their interests, impact, and interactions. It then presents a methodology for stakeholder management following the 7 C's: concern, communicate, contribute, connect, compound, co-create, and complete. The methodology is applied to current projects focused on sustainable development and entrepreneurship.
Think about your recent experiences in the airport screening line, the hospital ER, the “fast food” drive through or your neighboring department. Are they always pleasant? Sadly, not all processes function smoothly – often to your customers’ dismay. Through business process optimization, your organization can strive for effectiveness and efficiency through innovation and flexibility. It doesn’t have to be a complicated endeavor – learn how! Presented to Rochester NY IIBA on 28 Jan 2010 by Laura Ribas of The Hartman Group
This document is a resume for Edith Kindrachuk that highlights her experience in strategy, program/project management, process improvement, change management, and leadership of technology teams. It summarizes roles she has held at various companies and accomplishments such as cost savings, system performance improvements, and successful delivery of projects. The resume also includes recommendations from previous managers praising her leadership abilities and focus on goals.
Nachiketa Sharma is a senior manager with over 15 years of experience in business transformation, project management, supply chain consulting, and IT strategy. He has led large projects and client engagements for many major companies in various industries. Some of his responsibilities have included managing teams, requirements gathering, process reengineering, and delivering projects on time and within budget. He holds an MBA and Bachelor of Engineering degree and has published several papers in international journals.
The document discusses enterprise architecture (EA), including its definition, challenges, prerequisites, and recommendations for establishing and evolving an EA methodology. Some key points include:
EA aims to manage system complexity/costs, align systems with business goals/needs, and maximize IT ROI. Challenges include unifying business/technical stakeholders and measuring EA success. Prerequisites are executive commitment and long-term investment in the EA team. No single methodology dominates; a hybrid approach combining strengths of different methods is recommended. EA is an ongoing process, not a single initiative, and should focus on delivering working software over documentation.
Severstal is a large, global steel company that faced challenges with inconsistent HR processes across its business units. It implemented an HR shared services center to standardize processes and increase efficiency (Summary Sentence 1). Working with Accenture, Severstal analyzed its current HR functions and determined which activities would be best handled locally or through the shared services center (Summary Sentence 2). The transition to the new HR shared services center is expected to improve HR workforce productivity by 30% and reduce costs by 20% (Summary Sentence 3).
This role is for a lead Demand Manager in the IT organization at Southern California Edison, a utility company. The manager will be responsible for collecting business demands, prioritizing projects, and ensuring IT investments align with company strategies. Key responsibilities include receiving and prioritizing demands, identifying conflicts, and employing project management tools to ensure delivery and meet targets. The ideal candidate will have 4+ years of experience in demand management, business process improvement, or project management.
'Systems thinking for Business Analysts' by Paul Turner, UKIIBA_Latvia_Chapter
The document discusses systems thinking approaches that are useful for business analysts. It defines systems thinking as seeing wholes and considering how system parts interact, as opposed to breaking problems into separate parts. A key aspect of systems thinking is understanding feedback loops within a system and how the system responds. The document also discusses emergent properties that arise from whole systems rather than individual parts. It advocates taking a holistic view of an organization using approaches like POPIT that consider how people, processes, information and technology interact. The document outlines various systems thinking techniques including rich pictures, CATWOE analysis and conceptual modeling to understand problems from different perspectives.
Laura McAlister has over 30 years of experience in legal, project management, compliance and healthcare fields. She currently serves as the Program Director for a healthcare company, overseeing 6 direct reports and contractors. Her career highlights include positions as Senior Project Manager, Director of Client Implementation, Compliance Specialist, and Project Senior Analyst. McAlister is known for her strengths in relationship building, strategic thinking, and executing plans. She holds a Bachelor's degree in Business Administration, a Master's in Education, and several professional certifications.
Sachin Chadha is seeking a challenging role applying his 9 years of experience in HRO solutions. He has expertise in project management, process implementation, testing and transitions. He holds an MBA in Finance and has worked as a consultant for ACS, a Xerox company, managing transitions, processes and clients. His technical skills include R, SQL, Lean certification and robotic process automation tools.
This document provides a summary of Susan E. Brown's experience and qualifications. She has over 25 years of experience in project management, business analysis, training, and operations roles at AT&T. Her skills include project management, Agile, SDLC, requirements gathering, communications, and leadership. She holds several certifications including in instructional design, Agile, Six Sigma, and emerging technologies. Her experience includes managing complex projects, developing training programs, and improving processes in areas such as billing, fraud detection, and software delivery.
The document provides a summary of qualifications and experience for Tracy LaChance, including over 15 years of project management experience and 23 years of coaching and learning expertise. It details her experience managing projects and training programs at various financial institutions. The document demonstrates her strong skills in areas such as organization, communication, budgeting, and developing training programs.
Simple Knowledge Retention From Knoco LtdTom Young
Tom Young of Knoco http://www.knoco.com outlines a Simple approach to Knowledge Retention. More advice from Tom can be found at http://www.youtube.com/user/tomyoungknoco
How to Build a Strategic Transformation PracticeJames Woolwine
The document discusses several process improvement frameworks and methodologies:
- CMMI provides maturity levels to guide process improvement for product development, services, and acquisition. It originated for software but has been generalized.
- Lean focuses on eliminating waste in manufacturing and production. Principles include reducing overburden and uneven workloads.
- Lean Engineering aims to increase engineering efficiency by reducing waste, while Lean Manufacturing focuses more on inventory control and production processes.
- ITIL provides best practices for IT service management and underpins the ISO 20000 standard, though there are some differences between the frameworks. ITIL was influenced by Deming's process model view of operations management.
Gerard Joyner is a highly motivated professional with over 10 years of experience in project management, IT support, and business development. He has a proven track record of developing applications and databases, implementing systems, and maintaining client relationships. His experience spans roles in industries such as banking, legal services, automotive, and nonprofit organizations. He is proficient in Microsoft Office, Linux, networking, and various programming languages.
Zen and The Art of Enterprise Architecture - The Dynamics of Transformation i...Alan Hakimi
A progressive point of view on how to perform business transformation with the disciplines of architecture, design, engineering, operations and human experiences.
Hot to Cultivate Effective 'Remote Work' ProgramsPaige Edge
In an effort to reduce the cost of office space, application leaders often encourage employees to work remotely. However, if the emphasis is only on freeing up space, then these efforts will fail. This research describes the essential first steps of creating remote work programs.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
The document discusses implementing an effective Corporate Real Estate Project Framework in global organizations. It notes that real estate projects vary significantly in type, size, and complexity. This raises challenges around keeping information up-to-date and accessible, managing workflow, and using a single framework for such diverse projects. The document then outlines hurdles such as a lack of accurate information, ineffective collaboration, and poor governance. It presents CQC's Corporate Real Estate Project Framework as a solution, which keeps project information centralized and allows customization of governance structures. The framework facilitates collaboration and proactive management through features like milestone tracking and customizable reporting.
HOW TO IMPROVE THE CURRENT POSITION OF THE COMPANYyoyoey markyoes
This proposal outlines ways to improve productivity and reduce turnover at Diamond Cooperation. Productivity has declined over 50% and turnover has increased to 68% in recent months, costing the company RM100,000. Factors contributing include unclear job roles and tasks, inefficient management, internal conflicts, lack of motivation, and outdated equipment. Solutions proposed are developing clear job descriptions and specifications, improving management skills, addressing internal conflicts, enhancing motivation through goals and stress management, and upgrading equipment. The benefits would be increased productivity, retention, employee engagement and satisfaction, and organizational competitiveness.
Business Process Optimization Philosophy IB Work Better June 2014Stephen Tavares
This document describes Philosophy IB's approach to business process design and optimization. It outlines a six-step ADVANCE methodology: Analyze, Design, Validate, Advise, Envision, and Communicate & Execute. This methodology involves analyzing the current processes, designing optimized new processes, validating the new designs with stakeholders, advising on change management needs, envisioning the new processes visually, and executing implementation through communication and training. The goal is to improve productivity, reduce cycle times, clarify roles, and increase compliance through more efficient, usable, and repeatable business processes.
The document discusses new approaches for stakeholder management in business. It outlines a stakeholder analysis process involving identifying stakeholders, their interests, impact, and interactions. It then presents a methodology for stakeholder management following the 7 C's: concern, communicate, contribute, connect, compound, co-create, and complete. The methodology is applied to current projects focused on sustainable development and entrepreneurship.
Think about your recent experiences in the airport screening line, the hospital ER, the “fast food” drive through or your neighboring department. Are they always pleasant? Sadly, not all processes function smoothly – often to your customers’ dismay. Through business process optimization, your organization can strive for effectiveness and efficiency through innovation and flexibility. It doesn’t have to be a complicated endeavor – learn how! Presented to Rochester NY IIBA on 28 Jan 2010 by Laura Ribas of The Hartman Group
This document is a resume for Edith Kindrachuk that highlights her experience in strategy, program/project management, process improvement, change management, and leadership of technology teams. It summarizes roles she has held at various companies and accomplishments such as cost savings, system performance improvements, and successful delivery of projects. The resume also includes recommendations from previous managers praising her leadership abilities and focus on goals.
Nachiketa Sharma is a senior manager with over 15 years of experience in business transformation, project management, supply chain consulting, and IT strategy. He has led large projects and client engagements for many major companies in various industries. Some of his responsibilities have included managing teams, requirements gathering, process reengineering, and delivering projects on time and within budget. He holds an MBA and Bachelor of Engineering degree and has published several papers in international journals.
The document discusses enterprise architecture (EA), including its definition, challenges, prerequisites, and recommendations for establishing and evolving an EA methodology. Some key points include:
EA aims to manage system complexity/costs, align systems with business goals/needs, and maximize IT ROI. Challenges include unifying business/technical stakeholders and measuring EA success. Prerequisites are executive commitment and long-term investment in the EA team. No single methodology dominates; a hybrid approach combining strengths of different methods is recommended. EA is an ongoing process, not a single initiative, and should focus on delivering working software over documentation.
Severstal is a large, global steel company that faced challenges with inconsistent HR processes across its business units. It implemented an HR shared services center to standardize processes and increase efficiency (Summary Sentence 1). Working with Accenture, Severstal analyzed its current HR functions and determined which activities would be best handled locally or through the shared services center (Summary Sentence 2). The transition to the new HR shared services center is expected to improve HR workforce productivity by 30% and reduce costs by 20% (Summary Sentence 3).
This role is for a lead Demand Manager in the IT organization at Southern California Edison, a utility company. The manager will be responsible for collecting business demands, prioritizing projects, and ensuring IT investments align with company strategies. Key responsibilities include receiving and prioritizing demands, identifying conflicts, and employing project management tools to ensure delivery and meet targets. The ideal candidate will have 4+ years of experience in demand management, business process improvement, or project management.
'Systems thinking for Business Analysts' by Paul Turner, UKIIBA_Latvia_Chapter
The document discusses systems thinking approaches that are useful for business analysts. It defines systems thinking as seeing wholes and considering how system parts interact, as opposed to breaking problems into separate parts. A key aspect of systems thinking is understanding feedback loops within a system and how the system responds. The document also discusses emergent properties that arise from whole systems rather than individual parts. It advocates taking a holistic view of an organization using approaches like POPIT that consider how people, processes, information and technology interact. The document outlines various systems thinking techniques including rich pictures, CATWOE analysis and conceptual modeling to understand problems from different perspectives.
Laura McAlister has over 30 years of experience in legal, project management, compliance and healthcare fields. She currently serves as the Program Director for a healthcare company, overseeing 6 direct reports and contractors. Her career highlights include positions as Senior Project Manager, Director of Client Implementation, Compliance Specialist, and Project Senior Analyst. McAlister is known for her strengths in relationship building, strategic thinking, and executing plans. She holds a Bachelor's degree in Business Administration, a Master's in Education, and several professional certifications.
Sachin Chadha is seeking a challenging role applying his 9 years of experience in HRO solutions. He has expertise in project management, process implementation, testing and transitions. He holds an MBA in Finance and has worked as a consultant for ACS, a Xerox company, managing transitions, processes and clients. His technical skills include R, SQL, Lean certification and robotic process automation tools.
This document provides a summary of Susan E. Brown's experience and qualifications. She has over 25 years of experience in project management, business analysis, training, and operations roles at AT&T. Her skills include project management, Agile, SDLC, requirements gathering, communications, and leadership. She holds several certifications including in instructional design, Agile, Six Sigma, and emerging technologies. Her experience includes managing complex projects, developing training programs, and improving processes in areas such as billing, fraud detection, and software delivery.
The document provides a summary of qualifications and experience for Tracy LaChance, including over 15 years of project management experience and 23 years of coaching and learning expertise. It details her experience managing projects and training programs at various financial institutions. The document demonstrates her strong skills in areas such as organization, communication, budgeting, and developing training programs.
The document provides a profile summary of Sibi Viju Samuel, including over 18 years of experience in project and delivery management roles in the risk and compliance domain for ANZ Bank. It details representative projects led, such as FATCA and Common Reporting Standards compliance, as well as achievements including establishing training and development functions. Educational background and PMP certification are also included.
Albert Easudass is a motivated professional with experience in investment banking operations and consumer finance. He is currently an Assistant Manager at HSBC, where his responsibilities include team management, risk measurement and monitoring, data quality oversight, and stakeholder communication. In previous roles, he led process improvement efforts, offshored tasks, created documentation, and tested new tools. He is proficient in various banking applications and Microsoft Office.
Sapna Ramesh is seeking a position that allows her to utilize her 11 years of experience in operations, business analysis, project management, and reporting at Fidelity Investments. She has a variety of skills including communication, analytical abilities, and project management. Her career at Fidelity has included roles in business analysis, program management, operations, and reporting where she has led projects, developed reports and dashboards, and ensured compliance.
Virendra Vishwakarma has over 5 years of experience in customer service and business analysis. He currently works as a Business Analyst for HP, where he manages projects related to transitioning customer support services and improving service quality. Previously he has worked for Reliance Communications as a Business Analyst and for Precia Molen India as a Customer Support Engineer. He holds a BE in Instrumentation and is proficient in Microsoft Office.
Sagar Kulkarni has over 15 years of experience leading complex technology projects for clients in various industries. He is proficient in project management, transition management, service delivery, and people management. Notable achievements include successfully delivering projects valued over $10 million on time and under budget, improving customer satisfaction ratings, and acquiring $1 million in additional business. Kulkarni's experience spans roles at Mphasis, IBM, and Patni Computer Systems, where he has consistently delivered projects on schedule while meeting SLAs and other key performance metrics.
Francis Peter D. Decena is seeking a position where he can utilize his 20+ years of experience in service delivery, project management, customer service, and operations management. He has held roles such as Service Delivery Manager, National Operations Manager, Project Delivery Manager, and Customer Service Manager for various companies. His experience includes managing day-to-day operations, implementing process improvements, resolving issues, maintaining quality of service, and developing strong client relationships. He is seeking to contribute his leadership, analytical, and customer service skills to a company's mutual success.
Pooja Gupta is seeking a role in project management, business analysis, data analysis, or operations management. She has over 8 years of experience in roles such as associate manager, technical support executive, and process assistant. Her experience includes data analysis and reporting, project management, operations support, workforce planning, and acting as a liaison. She holds qualifications such as an MSc in computer science and is skilled in management, analysis, and Excel for dashboards.
HRMS Consulting provides HR consulting and HRIS services with a presence in Europe, Asia, and the US since 1995. The document profiles Kyle Tran, an HRIS consultant with 3 years of experience. Kyle has skills in project management, SAP SuccessFactors modules, PeopleSoft, and technical areas like databases and programming languages. He has worked on implementations for clients in industries like real estate, banking, and medical devices.
This document contains a professional profile and resume for Geoffrey Harris. Some key points:
- Geoffrey Harris has over 20 years of experience as a senior business analyst across various industries including finance, superannuation, insurance, and higher education.
- He has a strong track record of gathering requirements, managing stakeholders, improving processes, and delivering projects on time while balancing quality.
- Recent roles include consultant roles at Araza Consulting and Telstra focusing on test automation, and a senior business analyst role at Superpartners focusing on superannuation products and a large program to replace backend systems.
- Geoffrey Harris has expertise in areas like business analysis, requirements gathering, process improvement, stakeholder management, and using method
Charly Haversat has over 20 years of experience in global business and technology environments, with a focus on team building, strategic planning, and service delivery. She is currently the Vice President of Business Strategy at State Street, where she manages the strategic planning process and works across business lines. Previously, she held senior roles at WEX and Citi, leading projects in areas like quality improvement, process optimization, budgeting, and vendor management. She has a Master's degree from Boston University and certification in yoga, lean six sigma, and change management.
Naveen Choudhary has over 10 years of experience in project management and service delivery. He currently works as a Project Manager II at DELL EMC in Bangalore, India. Previously he worked at IBM for over 4 years as a Major Incident Manager. He has expertise in project lifecycles, delivering value to stakeholders, and managing multimillion dollar projects. Naveen is skilled in communication, risk management, and building strong customer relationships. He holds professional certifications in PRINCE2, ITIL, and Cloud Infrastructure and has received awards for successfully managing global accounts.
The document provides a summary of a professional's experience in strategy, delivery management, and transformation as well as account, program, and project management. Over 20 years of experience is highlighted across various industries including healthcare, pharmaceuticals, insurance, telecom, financial services, and e-commerce. Recent experience includes managing a large digital transformation program for a healthcare PBM client and delivering application development services for healthcare organizations. Technical skills include Angular, .NET, Java, and experience across the software development lifecycle from requirements to delivery.
Daniel Streuli has over 24 years of experience in business IT consulting. He has held various roles in IT, business management, procurement, project management, and accounting. Streuli has expertise in personnel management, budgeting, vendor relations, and software such as Microsoft Office, SharePoint, and Ariba. He seeks a new opportunity to utilize his extensive experience in business consulting, IT, and project management.
This resume is for Angela Reed, who has over 20 years of experience as a project manager in the IT industry. She has various certifications in project management methodologies like Scrum, Agile and Six Sigma. Her experience includes managing complex IT projects with cross-functional teams on time and within budget at various companies. She has a proven track record of effective communication and leadership skills.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Derek Brown has over 16 years of experience in financial services, including 5 years in analyst roles across legacy systems, platforms, and financial crime. He has a strong track record of project management and relationship building. His experience includes designing training programs, implementing governance frameworks, and managing projects and deliverables to ensure quality standards.
Samir Tandon is a PMP certified Project Manager with over 19 years of experience in program management, delivery management, solution consulting, change management, and business analysis in the corporate travel domain. He has expertise in project planning, implementation, risk management, and ensuring compliance. Some of his past roles include Implementation Manager at EXL Service India and Senior Manager of Business System Implementation at Satguru Holidays Worldwide Limited. He delivers projects on time and within budget while meeting requirements and stakeholder satisfaction.
1. Catherine Joy C. Delante
BACHELOR OF SCIENCE IN BUSINESS MANAGEMENT
Unit 2029 Tower 1 SMDC Light Residences EDSA cor Madison Street, Mandaluyong City, Philippines
Cellular Phone No. +63.917.5493080
cjdelante@yahoo.com
ACHIEVEMENTS
September 2013
May 2012
November 2011
July 2010
May 2009
December 2008
January 2006
Accenture’s Youngest Executive in Philippines Delivery Centers
- received Significantly Above Peer Group rating on my 1st
and 2nd
year
Accenture Bayanihan Award
The High Performing Team Award
Accenture Business Services Tower
Accenture Bayanihan Award
The High Performing Team Award
Accenture Business Services Tower
Accenture Core Value: Likha (Value Creator) Award
Accenture Business Services Tower
Accenture Core Value: Value Creator Award
Business Intelligence Team
Best Team Member of the Year
Business Analytics Team
HSBC Young Entrepreneur Awards 2005-2006
Led 1 of the 20 teams that qualified to 2nd round Business Plan writing contest of HSBC and Asian
Institute of Management (AIM)
GALLUP® STRENGTHS (Top 10)
Futuristic
Relator
Analytical
Strategic
Belief
Responsibility
Restorative
Ideation
Connectedness
Developer
They are inspired by the future and what could be. They inspire others with their visions of the future.
They enjoy close relationships with others. They find deep satisfaction in working hard with friends to
achieve a goal.
They search for reasons and causes. They have the ability to think about all the factors that might
affect a situation.
They create alternative ways to proceed. Faced with any given scenario, they can quickly spot the
relevant patterns and issues.
They have certain core values that are unchanging. Out of these values emerges a defined purpose for
their life.
They take psychological ownership of what they say they will do. They are committed to stable values
such as honesty and loyalty.
They are adept at dealing with problems. They are good at figuring out what is wrong and resolving it.
They are fascinated by ideas. They are able to find connections between seemingly disparate
phenomena.
They have faith in the links between all things. They believe there are few coincidences and that almost
every event has a reason.
They recognize and cultivate the potential in others. They spot the signs of each small improvement
and derive satisfaction from these improvements.
SKILLS
Experienced in project/ operations management
Skilled in Qualitative and Quantitative Analysis
Experienced in research methods and presentations
Knowledgeable in Business Objects (BOBJ) and Xcelsius
Knowledgeable in Microsoft Office 2003/ 2007/ 2010 applications (e.g. Excel, VBA, PowerPoint, Word,
Visio)
Knowledgeable in Sharepoint 2003/ 2007/ 2010
Outsourced to conduct Microsoft Excel trainings to beginner-intermediate users
Outsourced to conduct Technical Skills Assessment to Specialists and below career levels
2. Key contributions:
a. Sick Leave Due Diligence/ Reconciliation/ Clean-up
• Created the project plan for the overall initiative, and spearheaded the process due diligence
• Loaned to review the existing end-to-end process for sick leave entitlements and accrual per
workforce and employment type, on top of current day-to-day operations’ work
• Recreated a FY12-FY13 storyline of SL usage and balance to identify deductions/ refund due per
employee
• Led the tool’s stress test initiative to ensure accurate accrual, entitlement and balance
computation per employee category, moving forward
b. Travel Insurance Transition/ Due Diligence
Loaned to review the existing end-to-end process for travel insurance enrollment, accruals and
invoicing, on top of day-to-day operations’ work
Implemented process efficiencies thereby resulting to Php 3.8M savings during the first quarter of
transition
Contracted a new vendor, with the help of Procurement team, to provide higher insurance
coverage at more competitive rates
Served as vendor POC, together with Procurement, in process migration (e.g. technology, process,
financials) and transition
Ensured 100% enrollment to travel insurance at 3-6days lead time.
c. Travel Insurance Reconciliation/ Clean-up
• Created the project plan for the overall initiative, and spearheaded the process due diligence
Validated all travel insurance enrollments against all travels booked via Accenture’s affiliated
vendors.
• Did a mass enrollment for all discrepancies found to minimize employee risk
d. Senior Executives Packet
Designed and created the Senior Executive Packet which provides leadership (a) a consolidated
view of employees who have outstanding action items in relation to certain processes/policies, and
(b) self-help guide in closing out action items before it negatively impact the business and/or the
company as a whole.
e. Functional Teams Metric Scorecard
Designed and created the Accenture Business Services’ team metric scorecard which rolls-up the
metric scores, as well as provide data cuts based on the following data views: (a) time
component: month, quarter, year, (b) location, (c) deployed to entity
f. Individual/Team Performance Scorecard
Designed and created the team’s performance scorecard based on the following factors: Business
Operator, People Developer and Value Creator
Automatically computes and ranks individual and team scores by month, quarter and year
Served as benchmark for other projects’ scorecard and performance tracking methodologies
g. Automated CDR Validation tool
Automatically runs validation on newly uploaded files against pre-determined criteria
When updated, automatically shows the count and rate of failed items
Saved an average of 8 work hours per analysis
h. Q-Study Verbatim Template
Automatically pulls and provides data on week/bi-week range, vendor, case notes, and ratings
Provides a cross-metric analysis on trending, delta, performance and triggers
Saved an average of 4 work hours per analysis
i. Feedbacks Automation Tool
Automatically pulls and provides verbatim data
Saved 8 work hours weekly, which allowed more time for analysis and feedback
Created at $0 cost for the team
Presents opportunity for greater cost savings once feedback-related processes are integrated into
the tool
PROFESSIONAL EXPERIENCE
September 2015 –
present
BPO Mobilization/ Transitions Manager
Principal responsibilities include among others:
Work across clients to provide support during Solution Realization and Service Transition
activities by contributing specialized knowledge and experience of Outsourcing services
3. September 2013 –
August 2015
January 2012 –
September 2013
April 2011 –
December 2011
Take responsibility of the execution and tracking, issue identification and resolution, and
customer relationship maintenance of identified work streams
Participate in solution architecture planning activities through the transition of work to activities
may be multi-process and span multiple geographic areas.
Corporate Quality and Risk Management Lead for Accenture Operations (BPO, IO and IC)/
Manager
Quality Assurance
Accenture
Principal responsibilities include among others:
Drive definition and communication of business requirements for quality processes, policies, and
tools
Work with leadership to develop and maintain quality processes/ policies, and ensure cross-team
awareness
Coordinate with Review Boards/Steering Committees for each program to confirm priorities,
agree to policy and process changes, and approve business requirements
Be the point of contact for program sponsors, leadership, governance team(s) and business
teams
Work with other teams (e.g., CIO, tools, Quality Service Management) to provide input into
planning, business case definition, scope prioritization, and execution
Global Project Management Officer/ Associate Manager
Geographic Services – People Mobility Management
Accenture
Principal responsibilities include among others:
Oversees the project status and deployment of (a) seven work streams as a result of United
States Visa and Immigration audit, and (b) eight work streams from Asia Pacific Cross-Border
Benefits audit. These encompass Accenture Delivery Centers across geographies.
Oversees four (4) towers, each with specialized scope namely:
Technology
o Operations Lead for RMS Connect, which is the global and primary tool of People
Mobility in all initiation requests for inbound/ outbound travelers, as well as tax
and billing requirements
o This include, but is not limited to:
Coordinates with People Mobility Steering Committee and CIO
Development team to identify key enhancement initiatives within the
quarterly budget allotted
Manages enhancement UATs and deployment communications to local
People Mobility teams across GUs
Trains local SMEs on key RMSc functions but continue to serve as the
overall tool SME for queries and escalations
Escalations
o Escalations team manages global People Mobility escalations based on its
criticality and business impact
o Manages a global escalations team member situated locally
Travel Insurance and Compliance
o Manages (a) automatic and (b) manually triggered travel insurance enrollments
for both in-scope inbound and outbound assignees
o Manages financials thereby ensuring projected savings are realized
o Manages travel compliance to immigration requirements thereby minimizing legal
risks and/ or penalties
Reporting and Compliance
o Monitors compliance to both global and internal policies
o Oversees the reporting POC who manages team workload, metrics, etc
Operations Review/ Service Management Associate Manager
Geographic Services - Business Integration Services (BO&S)
Accenture
Oversee operations review and service management for the four (4) major Accenture Business Services
functional towers comprising of 23 teams.
Principal responsibilities include among others:
Operations Performance Reviews:
Rolled out Operational Excellence to executives and key individuals of the functional teams. This
includes, but is not limited to, online training, workshops, actual Operational Excellence
documentation of process/ metrics.
4. July 2009 –
March 2011
September 2008 –
June 2009
November 2007 –
August 2008
May 2006 –
November 2007
Service Performance Reviews:
Lead the design and implementation of production/ metrics tracker, as well as the Visual
Management System of functional team’s metrics and performance.
Track the implementation and closure of all identified action items coming from the service
performance reviews.
Stakeholder Satisfaction Discussions:
Design and implement stakeholder satisfaction discussion programs (i.e. voice of the customer,
satisfaction survey, etc.).
Facilitate the stakeholder satisfaction roll-out, prepare/ analyze/ discuss survey results.
Track the implementation and closure of all identified action items coming from the stakeholder
satisfaction discussion.
Incident /Escalation Management:
Design and implement effective means of reporting and monitoring of all incident and escalations
Ensure that agreed escalation methodology is implemented/ used.
QSM (Quality Support) Reporting Lead
Quality Support and Reporting
Accenture
Principal responsibilities include among others:
Established team metrics and processes, and mobilized reports design and templates during
project start-up
Continuously revisited and improved current processes which created bandwidth for the team to
take in additional services and scope
To date, the team has increased its services by 460% with reduced headcount from five (5)
analysts to three (3) analysts
Managed career development plan for 3-5 analysts
Performed quantitative and qualitative ad hoc analyses, as needed and required
Participated in Quality Reporting activities across client units by providing updates, feedback on
prevailing issues, and opportunities for improvement and growth
Identified resource for ‘Technical Skills Interview’ across teams
Identified resource for reports process efficiency ideas and automation across teams
Business Intelligence Senior Analyst
BPO Vendor Management
Accenture
Principal responsibilities include among others:
Managed standard quantitative and qualitative analyses based on client units’ requirements and
customer needs
Promoted quantitative analyses’ process efficiency and effectiveness by mobilizing automation
through Business Objects and Xcelsius
Performed quantitative and qualitative ad hoc analyses, as needed and required
Participated in Business Intelligence activities across client units by providing updates, feedback
on prevailing issues, and opportunities for improvement and growth
Business Analytics-Metrics Performance Analyst
BPO Vendor Management
Accenture
Principal responsibilities include among others:
Mobilized processes by coordinating with different teams to bring together resources and best
practices geared towards efficiency and effectiveness
Established standard quantitative and qualitative analyses based on customer needs and
contractual agreements
Performed quantitative and qualitative ad hoc analyses, as needed and required
Participated in Business Analytics activities across client units by providing updates, feedback on
prevailing issues, and opportunities for improvement and growth
Feedbacks Analyst
BPO Vendor Management
Accenture
Principal responsibilities include among others:
Researched, reviewed and conducted standard qualitative and quantitative analysis on customer
feedback in line with contractual requirements and business goals
Identified opportunities, developed action plans, tracked improvements and validated value
added savings
Performed quantitative and qualitative ad hoc analyses, as needed and required
Participated in client and internal activities by providing updates, feedback on prevailing issues,
and opportunities for improvement and growth
5. TRAINING AND SEMINARS ATTENDED
May 2015
February 2015
November 2014
April 2013 –
September 2013
May 2012
October 2011
July 2011
June 2011
April 2011
March 2011
February 2011
January 2011
November 2010
July 2010
June 2010
June 2009
May 2009
March 2009
February 2009
January 2009
October 2008
September 2008
June 2008
May 2008
March 2008
January 2008
Accenture
Manager Milestone
Think on Your Feet
Executives Presence
GS and Finance Leadership Program
Root Cause Analysis
Consultant/Specialist Milestone
Project and Operations Management for the Enterprise Professional
Microsoft Sharepoint 2007 Training for End Users
Effective Governance in Shared Services
Operational Excellence Training
Operational Maturity Fundamentals - Module 1. Focus the Service Operation
Operational Maturity Fundamentals - Module 2. Standardize the Service Operation
Operational Maturity Fundamentals - Module 3. Plan Service Operation work
Operational Maturity Fundamentals - Module 4. Organize the Service Operation
Operational Maturity Fundamentals - Module 5. Make the Service Operation Visual
Operational Maturity Fundamentals - Module 6. Improve the Service Operation
Accounting for Non-Accountants
Sigma Station Orientation Workshop
Building a House of Quality (VOC)
MS Excel 2007 VBA Certification
Lean Six Sigma Awareness Training
ISO14001:2004 Environmental Management System
Effective Business Communication
Leader’s Window
Skills Assessment Interviewing
Project and Operations Management
Philippines OpEX Deployment Training
Cultivating a High-performance Project Team: Building a High-performance Team
Coach v2.0
Dashboard Builder
Coaching in the Workplace
Business Objects Power User training
Business Intelligence: Business Objects Introduction
Leadership Skills for New Supervisors
First Things First
Operational Excellence: Process Stability
Delivering Successful Presentations Simulation
EDUCATION
2002-2006 College
University of the Philippines
College Scholar, SY 2003-2004 1st semester
Bachelor of Science in Business Management
REFERENCE
Available upon request.