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Dell Inc
SR. GLOBAL PROJECT MANAGER PMO and LEAN BPI CHAMPION 2006 - 2008
Lead multiple enterprise wide System Deployment PMO projects with global cross
functional teams of 5-15 each: (Initialization, Envisioning, Design, Development,
Testing, Go Live, Support, Close, and Stake Holder Business Teams).
Oracle & Ariba - Responsibilities for a 6 project Portfolio; Multi Lingual
Configurations, Mixed Source/Off Shore Resources, Change Management, Training,
Communications, Risk/Issue Management, SIT / UAT Testing Internationally; Post
Implementation Go Live Support, and Stabilization/Close
Nominated - Lean BPI Champion and Mentor: Participation in first Kaizen for
Trouble Tickets lowering process steps from 2,200 to 700; mentored Green and
Yellow Belt projects; over 500k savings result
Evaluation and Process Mapping of SAP Retail for Implementation in US: Included
Risks and Issues identification & remediation
Applications: Oracle 11.03, Oracle 11i, Ariba Spend Management Suite, Test
Director, Hyperion, Clarity, SunGard, and Legacy systems
Develop, implement, and effectively manage SDLC Application Implementation
Process: Scope, WBS/Project Plans, resources, costs, budgets, and product quality
using formal software engineering and project management practices: such as AIM,
Orchestrated CRM / ERP project including initial needs analysis, project charter,
vendor selection, contract negotiation, planning, resourcing, implementation and
change management through Go-Live of CMiC software solution Confidential,
Support of data conversion and report design development utilizing Oracle SQL Developer,
JasperSoft iReports and FMW and coordination with external consulting resources.
Development and oversight of all project documentation and management processes related
to ERP system implementation and change management.
Coordination of training events and internal / external resources.
On-going support of Primavera, Meridian Prolog systems and report customization with
Crystal Reports.
Process Manager
contracts.
engineering set up. (Rally, Greenhopper, Jira, Fisheye, Crucible, Bamboo, Clover, to
name a few)
Bridging up process gaps and introducing hybrid model across projects at Ness
for collocated and
Handled and supported over 175 releases (major, minor and emergency) in a
span of 2 years
Directly interacting with the clients assessing the team confidence on a release
and communicating all
Follow up with teams and Project Managers for Gate closures and ensuring all
release readiness activities
are completed.
Bridging the gaps and aligning the release to a single date during the Waterfall to
Agile transformation
phase.
Coordinate Release activities during the launch night and acting as a single point
of escalation for all issues.
Setting up the process guidelines for change control and ensuring team
adherence
Achievements
Increased Release success rate from 83% (2008) to 100% (2009) via increased
release cadence, improved
release processes with high degree of quality checks and streamlining the change
control process.
Project Manager
Working with Business Analyst to gather initial scope for the project and teams to
understand the impact
and estimation.
Reporting Daily status (Planned vs Actual dates, Risks and Issues, steps to
monitor, control and mitigate
Achievements
Working with Business Analyst to gather initial scope for the project and teams to
understand the impact
and estimation.
Reporting Daily status (Planned vs Actual dates, Risks and Issues, steps to
monitor, control and mitigate