IBM

Start Date: Jan’10

End Date: Jun'14

Key Result Areas:

progressively moved from Technical Project Management to solution delivery management.
Actively participate in national level recruitment, training, and resource development activities for IBM, GBS.
Key member of the Global team of volunteers for developing WWPMM 3.0 for accommodating the agile best practices.
Managing multiple development project, AMS engagements, and program management.
Member of the delivery leadership team for one of the accounts, contributing to strategic base account growth planning, and manpower planning.

Client : Telephonica (Spain)

Weekly status review meeting for various UoMs with the GEO.
Evaluating the Account Health on the basis of 7 Keys every month.
Reviewing the Metrices submission for all the UoMs every month.
Risk Management using RPM.
Cost tracking using the billing targets, actual cost and budgeted cost for the resources on monthly basis.
Preparing and presenting the report of the Account for the scheduled Project Management Review (PMR) as per the Organization quality process.
Status reporting to higher management in the form of various reports as mandated by the Organization processes like monthly LFA scorecard for resource related metrics, monthly CTR report for account performance overview, productivity improvement tool (MaxPro) implementation initiative, Idea generation.
People management and performance evaluation.
Making sure all the regular scheduled Quality reviews were conducted with minimum NCs and observations for various UoMs.
Meeting Lean targets of the selected process areas for the account.
Conducting the regular sessions for mentoring the team for technologies and otherwise.

Client : Export Blue

Managed multiple releases of BIP-SaaS/Payment Hub using mandated processes and tool like MPP, HP Quality Center (for testing management), SVN, Sharepoint etc.
- Introduced the process improvement for reducing the defects during SIT by helping the team to implement the Unit test case preparation process in the development phase. The impact of this was visible in the reduced number of defect in the SIT phase.
- Organizing and participating in requirement understanding sessions with on site, design review session with QA team, for minimising the gaps in understanding of the build team and the design team.
- Enforced the client specific and IBM specific processes like creating the PMSS, reviewing PTD, and updating all other plans like communication plan, configuration management plan, ensuring on time matrices submission, on boarding/off boarding process, ensuring mandatory training completion in time like ONCOP etc.
- Brainstorming along with other senior members on how we can move from Waterfall methodology to the Agile methodology in BIP-SaaS, as was mandated by the Amex.
- Helping the onshore team in Pre-sales activities for estimation, scheduling and various proposed delivery solutions.
- Participating in the project review meetings and taking actions on the observations made by quality team.

Client : Bharti Infratel

Have played key role in stabilising the CIT system.
- Reviewed the architecture of the application and proposed changes for better maintainability and robustness in the future especially from database perspective.
- Conceptualised and designed a EAI layer monitoring tool for better control and monitoring over the EAI errors.
- Got the Performance review done by IBM’s Hip-rod team and understood the NFRs from the client for capacity management. Based on it got the HA implemented for EAI and Customer Portal.
- Reviewed and done the changes required in the EAI for resolving the integration issues during the testing phase.
- Designed prototype for the new Customer Portal UI, and redefined few processes for improved user experience.
- Created SOW for the Customer Portal and EI (Enterprise Interface).
- Managed the first production release of the Customer Portal and EAI.
- Client Management
- Created the Change Management Process for better control over the changes moving in the system.