John Sundararajan is a top management professional with 19 years of experience in account management, delivery management, program management, and operations management. He has a strong track record of delivering large, mission-critical projects on time and within budget. He has experience managing global stakeholders and implementing outcome-driven global delivery models. His core competencies include project planning, delivery management, process re-engineering, and relationship management. He currently holds the position of Europe IOT Leader - Operations at a reputed multinational company in Bangalore, where he is responsible for demand management and operations support across multiple European countries.
Rego University: Process Maturity, CA PPM (CA Clarity PPM)Rego Consulting
Functional Track Training: Process Maturity for CA PPM (CA Clarity PPM).
For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
A dedicated Sr. Project Manager with ability to work on complex Infrastructure projects and manager End to End program. Looking for opportunity to handle more challenging program/project. Is an able leader to handle large team, make the team work under pressure and deliver within team lines. Still maintaining the high team spirit.
Rego University: Process Maturity, CA PPM (CA Clarity PPM)Rego Consulting
Functional Track Training: Process Maturity for CA PPM (CA Clarity PPM).
For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
A dedicated Sr. Project Manager with ability to work on complex Infrastructure projects and manager End to End program. Looking for opportunity to handle more challenging program/project. Is an able leader to handle large team, make the team work under pressure and deliver within team lines. Still maintaining the high team spirit.
Rego University: Portfolio Management, CA PPM (CA Clarity PPM)Rego Consulting
Effective project portfolio management can be a game changer. However, most organizations don't understand what it really means and how to implement it. Portfolio management is all about demand planning and investment rationalization. Providing enough information about investments to make informed decisions is at the heart of CA PPM (CA Clarity PPM) portfolio management functionality. In this session, you will learn about CA PPM's (CA Clarity PPM) portfolio management functionality in detail and how that functionality can be used within an overall portfolio management process.
You can find the presentation file here:
http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
Rego University: Portfolio Management, CA PPM (CA Clarity PPM)Rego Consulting
Effective project portfolio management can be a game changer. However, most organizations don't understand what it really means and how to implement it. Portfolio management is all about demand planning and investment rationalization. Providing enough information about investments to make informed decisions is at the heart of CA PPM (CA Clarity PPM) portfolio management functionality. In this session, you will learn about CA PPM's (CA Clarity PPM) portfolio management functionality in detail and how that functionality can be used within an overall portfolio management process.
You can find the presentation file here:
http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
PROFESSIONAL SUMMARY
Program / Project Manager with a successful record of managing full project life-cycle initiatives. Expertise includes a combination of both Application Development and Infrastructure experience. I’ve acted as both developer and then App Dev PM while with the State of Missouri. I rate my SDLC experience as an 8/10 as I personally did VB development and acted as the PM for entire application delivery from development through SQL and into production. An exceptionally strong Program / Project Manager with the following qualifications:
• PM experience covers product planning, scheduling, testing, change management, implementations and ROI analysis
• Successfully managed projects for domestic and international corporations including BP, State of MO-DOR, Salton/Toastmaster
• Recognized for surpassing corporate and customer expectations for quality and focus by configuring, implementing, training, mergers and acquisitions
• Experienced in handling projects in rapidly changing functional, procedural and engineering environments including international offshore (Brazil, Columbia, UK, Trinidad, Argentina, Mexico) testing/development teams
• Provides disciplined, assertive, tactful leadership to resolve challenges in an efficient, cost-effective manner
• Skilled in developing and maintaining strong customer relations and fostering cohesive, consensus-building project team interactions
• Recognized for being a highly-motivated, self-directed, enthusiastic project manager with a positive, creative attitude for balancing schedules, costs and priorities
• Recognized as an “idea leader” with flexibility to handle assignments with analytical test equipment and to develop quality assurance best practices/processes
• Excels in developing and maintaining project plans without being dependent on technical resources for input.
• Successfully transitioned to a portfolio of 65 projects International with a blend of waterfall and agile teams with ~$75 million budget. Overseeing multiple vertical project managers, business analyst, functional analyst, and working with the communications team. All in a ~2 month onboarding to the account.
• Apply communication strategies to engage International-level stakeholders in order to understand product objectives, customer service processes, development teams, and define strategies for opposing developing techniques to timely and with budget constraints. Supports SAFe (Scaled Agile Framework) as the “Release Train Engineer.
• Manage the flow of value through the program and value stream Kanban’s to increase outlook into new work and into the work flow. Establishing connections among the Portfolio, Journey mapping, value stream, and programs levels.
PMP certified project manger with around 8 years of experiencestevan roy
PMP certified project manager with hands on experience in project management process implementation from project initiation to project closer. Having experience in handling multiple international projects in capital market.
1. JOHN SUNDARARAJAN
E-Mail: jjsundar@yahoo.com
Mobile: +91-9535003171
TOP MANAGEMENT PROFESSIONAL with nearly 19 years of vast experience
Account Management | Delivery Management | Program Management | Operations Management
“Endowed with strong business acumen and a superior record of delivering large scale, mission critical projects on time
and within budgets; maintaining, enhancing and growing the company's offshore presence”
“Distinction of interacting with and managing global stakeholders, & framing outcome driven distributed global delivery
model”
Industry Preference: Retail Location Preference: Bangalore
PROFILE SUMMARY
Project Management Delivery Management Planning & Operations
Stakeholder Management Quality Management Process Re-engineering
System Analysis & Design Coding & Testing Process Implementation
Resource & Capacity Management
• Forward-focused Delivery Manager with expertise in concepts of end-to-end delivery/program/project planning and
scope management to activity sequencing, effort & cost estimation and risk analysis
• A keen planner, strategist and implementer with demonstrated success in end-to-end project management and
ensuring effective use of various resources to meet project specifications
• Proven skills in leading & encouraging staff for demand management within preset budgets & deadlines
• An ambassador of change with the distinction of successful business process re-engineering and implementation of
business solutions in organizations
• Insightful professional with notable success in directing a broad range of corporate IT initiatives, while participating in
yearly planning, analysis & implementation of solutions in support of business objectives
• Holds full P&L accountability for business transformation and projects; domain expertise lies in Retail,
Telecommunication, Financial Services sector
• Stellar in managing relationships with clients, collaborating with them for achieving their strategic objectives by
effectuating management controls, and effectively handling processes to facilitate the required change
CORE COMPETENCIES
• Planning project activities viz. scoping, estimation, tracking, change management, delivery management & post
implementation support
• Monitoring onshore & offshore delivery management for technical deliverables of concurrent projects and
understanding client’s needs, requirements and expectations and devising solutions accordingly
• Driving business operations to outperform annual objectives and developing strong business relationships with
strategic accounts; implementing project plans within pre-set budgets and deadlines
• Functioning as key driver for business process design and solution identification, negotiating for SLAs for large and
medium-size business transformation projects
• Handling need assessment and preparing IT blueprint for the organization and implementing program plans within
preset budgets and deadlines; delivering value to company by effective strategy planning, new initiatives & programs
• Conceptualizing & developing process vision and design, enhancement and transition strategy
• Achieving operational efficiency by technology consolidation keeping long-term roadmap in mind
WORK EXPERIENCE
Since Sep’03: A Reputed MNC, Bangalore as Europe IOT Leader – Operations
Highlights:
• Holds the credit of winning ‘Bravo Award’ for contribution to recruitment of IT Professionals in 2008
• Played a key role in turning-around under-performing/ loss-making project titled Netherlands Account (IGA) as a
profitable venture
• Acquired additional business by securing new projects such as DSGI Release 2 to 9 through delivering ahead of deadlines
• Improved application efficiency by debugging / revamping the code / program
• Pivotal in saving cost through innovative approaches in demand management and resource deployment.
2. • Essayed a key role in overcoming staffing challenges during the execution of projects
• Implemented, integrated, and tested modifications for retail applications using different methodologies that improved
application performance
• Initiated an incident management process for pre-screening incidents that was adopted as a departmental practice,
resulting in improved incident resolution times – please remove this
• Managed release of new functionalities to retail application products within an extremely short timeline, delivering it for
testing ahead of schedule
• Scoped and delivered several releases of tele-communication products, including the pilot customer release
• Attributed systems expertise for each team member across retail and telecom applications and built a supporting training
series to address knowledge gaps
• Collaborated with company leadership on the business vision of a major new releases and facilitated the development
effort via. Waterfall methodology
PREVIOUS EXPERIENCE
Jul’00- Dec’02: Wipro Technologies, Chennai as Junior Project Manager
Oct’95- Jun’00: TCS, Chennai as Project Leader
EDUCATION
• Master of Computer Applications from St. Joseph’s College, India
• Bachelor of Science (Maths) from Gobi Arts College, India
PERSONAL DETAILS
Date of Birth: 6th
Nov
Languages Known: Tamil and English
Please refer to the annexure for the project details
3. ANNEXURE
PROJECT HANDLED
As Europe IOT Leader - Operations
Title: R&CM Transformation
Time Period: Since May’12
Description: Executing this complex and critical role as Europe Leader for SO-D R&CM transformation. Handling
demand management and offering operations support for various countries spanning across Europe.
Responsibilities:
• Looking after the demand management for Europe and Middle East countries
• Offering effective staffing solution and negotiation; tracking, controlling, and optimizing the resource level at IOT level
• Performing risk management and mitigation for staffing
• Handling delivery of projects in time to ensure customer satisfaction and reference-ability
• Conducting workshops on various staffing solutions; cementing healthy relationship with key stakeholders of the
accounts and ensuring effective communication between the IMT, IOT and the staffing teams within time
• Providing & submitting various reports on various activities to IMTs, IOT and India management
Highlights:
• Looking after the complete establishment of an India centre for Europe and transitioned operations to the centre
• Handled large volume of Europe demands by driving various teams as remote PSP team, domestic PSP teams,
competencies, IMT and IOT Leaders
• Initiated availability creation through various initiatives helped in increasing the on-time fulfilment percentage
• Led on-time assignments of resources lead to creation of pool resources more accurately
• Enhanced the penetration percentage above the centre level expectation
• Assured the timely handling of enormous volume of transactions with a small and dynamic team
• Accelerated the fulfilment activities for DCs like Poland, Hungary, Czech Republic and SA
• Gave resolution to the resourcing conflicts for many accounts in Europe
Title: Netherlands Account (IGA)
Time Period: Jun’11 – Apr’12
Designation: Business Area Manager
Responsibilities:
• Managed the project deliveries from end to end; coordinated all implementation tasks involving third party vendors
• Conducted workshops, built and strengthened relationship with key stakeholders of the accounts
Highlights:
• Streamlined the establishments of PMO at off-site which reduced considerable cost
• Successfully turned red status applications into green results in cutting down maintenance cost
• Essayed a key role in implementing and supporting all the releases for all applications in the account
• Identified and fulfilled resource needs for all these accounts with very less lead time
Title: Vodafone
Time Period: Jul’10 – Mar’11
Designation: System Integration Manager
Highlights:
• Successfully executed projects for Vodafone Australia well within the budget
• Handled multiple external vendors during project execution
• Identified and fulfilled resource needs for all the projects completed even within the complex matrix model
• Quickly learned the project/account related process that enabled the smooth execution of the projects
Title: Cabela, Media Markets, Shoppers DrugMart, JC Penny, WalMart-POS, GAP and Macy’s
Time Period: Jul’06 – Jun’10
Highlights:
• Established project management office at off-site which reduced considerable cost
• Developed and implemented contract management tool(CMT) for 3rd
party contract/vendor management
• Implemented and supported successfully all the releases for Macy’s account
4. • Identified and fulfilled resource needs for all these accounts with very less lead time
• Successfully reduced labour cost by 5% by restructuring teams, converting contractor positions to employee status
and renegotiated contractor rates
• Minimized number of software bugs reported by improving software quality through comprehensive testing, code
inspections and standardizing and streamlining software development process
Title: Macy’s Order Management
Time Period: Jul’05 – Jun’06
Highlights:
• Gained Macy’s system knowledge and imparted knowledge to off-site
• Implemented the first release in the series of 9 releases
• Pivotal in implementing Fedway processes in development projects
OTHER PROJECTS
Title: Sprint
Time Period: Dec’03 – Jun’05
Designation: Project Lead
Title: Nike WMS
Time Period: Jul’00 – Dec’02
Client: Nike
Designation: Project Lead
Title: Nike Finance
Time Period: Jan’99 – Jun’00
Client: Nike
Designation: Project Lead
Title: Experian MBNA Cardpac
Time Period: Sep’98 – Dec’98
Client: Experian
Designation: Project Lead
Title: Experian MBNA - Y2K
Time Period: Sep’97 – Aug’98
Client: Experian
Designation: on-site co-ordinator
Title: Experian Customer Management
Time Period: Jun’96 – Aug’97
Client: Experian
Designation: On-site Co-ordinator
Title: BT Billing System
Time Period: Jan’96 – May’96
Client: British Telecommunication
Designation: Developer