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Business Systems Analyst Resume

MI

PROFILE

  • Knowledge of complete project life cycle, including business case analysis, evaluation of return on investment, collection of business requirement, functional requirement specification, phase review process, testing, implementation and change management.
  • Project documentation and preparation. Understanding of business process, study and analyze workflow to design solutions (As-Is and To-Be Analysis and Freezing).
  • Strong analytical skills and experience in drilling down to the root cause of the problem and suggest solutions.
  • Quick learner and enthusiastic to understand concepts and technologies new to current domain.
  • Excellent team member with an ability to perform individually, good interpersonal relations, strong communication skills, hard working and high level of motivation.
  • Expert at managing multiple projects simultaneously and extensive experience in dissemination of work and coordinating with offshore resources to produce quality work within aggressive deadlines.
Skills

Project Management/Tracking Tools: JIRA, SBM TeamTrack, SharePoint, Microsoft Project 2007
Data Warehouse Platforms: Teradata, Netezza, SQL Server, Microsoft Access 2007, Oracle 9i
Business Intelligence Tools: Hyperion, OBIEE, Essbase
Business Analysis Tools: Microsoft Office 2007, Microsoft SharePoint 2007, Mercury Quality Center, SPSS (Statistical Analysis Tool), SAS
Business Process/Data Modeling Tools: ARIS, Microsoft Visio 2003
Programming: VB, PL/SQL

EDUCATION

Master of Business Administration (MBA)

Bachelor of Technology (B.Tech)

Employment History:

Confidential, CO 05/19/2010 - Present
Business Systems Analyst

Project: Enterprise Data Warehouse

Confidential, Network is the leader in family entertainment, TV technologies and high definition TV programming and currently serves approximately 14 million customers nationwide. Enterprise Data Warehouse (EDW) is a single source for data, which is subscriber information from the billing system provider, and other production transaction systems into 3rd form normalized logical structures. The solution provides the ability to get next day reporting capabilities by integrating various attributes of a Subscriber. The data from EDW is used to load various data marts to build reports and self service reporting solutions for business units across the Enterprise.

  • Worked as a liaison with business stakeholders to understand business problems and opportunities in the context of requirements and recommended solutions that would enable the organization to achieve its goals.
  • Developed business and functional reporting requirements in the form of a Technical Traceability Matrix to deliver many reporting solutions such as an oracle essbase application/reporting tool that would measure and analyze Subscriber Churn, Average programming revenue, Average programming cost and Subscriber acquisition cost on a monthly basis for the Finance team. The solution could slice dice each measure against 22 different subscriber dimensions. The cube automated a number executive C-Level reports and ad-hoc queries for the Finance team. The tool was later rolled out to the Enterprise for individual groups to use for regular and ad-hoc reporting.
  • Worked as the lead analyst for an Essbase solution to track Customer Retention Treatments in Dollars that included Adjustments, Waives and Programming data at the Customer Service Representative (CSR) level. The cube was used to build ad-hoc queries and reports for C-level executives. Finance used the dollar values to reports on Dollars spend per customer. Retention team used the data to better manage spend and also reduce Churn. The tool helped with Agent level reporting on dollars given per call handled.
  • Documented and obtained approvals on definitions of Business Measures and created standards that helped streamline calculation definitions throughout the enterprise. Documented business metadata for all data elements and measures used in reports.
  • Worked as data analyst to convert business requirements into data requirements, identified source data issues, performed gap analysis and identified the right data sources required for the project
  • Worked with ETL team to modify the process (if required) to reduce the data issues and bugs in data warehouse structures.
  • Worked with the Architecture team to modify the structures (if required) to capture the right data required in the data warehouse.
  • Communicated source data issues to business users and helped reach consensus on permissible percentage of error in reporting.
  • Worked with the data architect to create the logical and conceptual data models and data marts for major projects. Validated the data model and data mart design meets business requirements before it is implemented.
  • Functioned as a Business liaison to the Design and Development teams during translation of requirements specifications into reporting solution. Responsible for overall coordination of user acceptance testing and training.
  • Performed testing of data in the data marts and aggregate tables; BI applications OBIEE and Essbase prior forwarding the solution to User Acceptance Testing.
  • Created user manuals and provided training to business users on BI tools Hyperion, OBIEE and Essbase (Excel Add in).
  • Analyzed enterprise contact center reporting requirements, which included enterprise level call data, contact center agent data.
  • Responsible for mentoring junior level business analysts and data analysts on dish business knowledge and data ware housing tools and methodologies.

Environment: Teradata 13.10, Teradata SQL Assistant, Netezza Aginity Workbench, Hyperion Interactive Reporting Studio, Oracle Business Intelligence 10.1, Oracle Essbase, Excel Add-in, Essbase Smart View, MS Project 2007, Visio, MS Access 2003, Informatica 8.0,Oracle SQL Developer, HP Quality Center.

Confidential, CO 05/19/2010 - Present
Business Process Analyst

Project: Data Warehouse

Dishmarketing department had a very manual campaign list pull processes that was difficult to maintain and required very technical expertise to run or manage the process. Also, Dish acquired Blockbuster’s outsourced campaign management model needed to be re-engineered for cost benefit reasons.

  • Worked with business users and vendors on assessment of an Integrated Marketing Management solution that fit marketing operations, campaign management, offer management, digital marketing, business-predictive analytics and reporting/dashboard requirements. Build out the scope of the solution to manage acquisition marketing, retention marketing, programming and marketing operations needs for both Dish and Blockbuster.
  • Build out a Functional Requirements Matrix for the Integrated Marketing Management solution that would track every functional requirement by category by business area. The matrix was created by understanding current business processes and identifying gaps and areas of improving efficiency and also including future needs.
  • Gathered requirements for list development and campaign generation processes for targeting existing customers, leads and prospects by Direct Mail, Door to Door marketing, outbound telemarketing, and eMail channels.
  • Gathered information around Blockbuster’s outsourced campaign management process to build the cost vs. business value analysis. Prioritized campaigns that are critical for Marketing to be built in-house and continue to run business.
  • Worked with Solution Architects to build short term, medium term and long term solutions that met Enterprise goals for both Dish and Blockbuster.
  • Performed vendor evaluation based on long term enterprise marketing requirements. Five vendors were evaluated based on the breadth of their solution. The vendors were short listed to two proponents.
  • Documented detailed Use Cases and Scenarios for Direct Mail Acquisition Campaign that had Use Cases for Planning, Budgeting, Procurement, Fulfillment, Project Management, Segmentation, List pull Management, Response Attribution, Reporting and 3rd Party Vendor interaction.
  • Created evaluation tools for the project team to use to score the two proponents against the product functionality and use case execution.
  • Provided numbers and facts to the solution architect to build various presentations on Solution recommendation to IT and Business Executives at different levels in the organization
  • Identified sources for prospects and performed analysis to enhance the data quality of prospects data. Collected and analyzed marketing data to create customer and prospect profiles. Worked on Customer Acquisition, Retention, and Win-back campaigns
  • Documented and presented complex AS-IS and TO-BE customer management back office refund processes to IT and Business Directors; that created multiple projects to close the gaps and improve efficiencies. Also suggested best approach to tackle business and operational reporting needs.

Environment: SharePoint, MS Project 2007, Visio, MS Excel 2007, MS PowerPoint 2007, MS Word 2007, Teradata 13.0, SAS Enterprise Guide Project, Oracle SQL Developer

Confidential,MI January 2008 April 2010
Project Manager, Enterprise Architecture

Enterprise Architecture: Confidential, is a $120 billion global home appliance manufacturing company. The IT Enterprise Architecture team is responsible for the design of the IT application roadmap in alignment with corporate strategy and ensures alignment of the IT systems (applications, technology and infrastructure) with business strategy.

  • Collaborated with application, technology and data architects; and business users to gather and analyze requirements for the implementation Enterprise Architecture tool - ARIS, which would be used to model, store and maintain enterprise artifacts.
  • Followed a structured approach to organize requirements into logical groupings of essential business process, users, and information needs, and insured that critical requirements are not missed.
  • Analyzed, designed and implemented a relational database with a web front end solution that enabled ad-hoc reporting, data querying, and data cleansing capabilities, for GIS organization.
  • Created sustainable data models, designed reports and queries based on business requirements in Access, and developed views for business users in SharePoint.
  • Developed and implemented a governance process around updating and validating of data by business users through SharePoint.
  • Develop change management documentation and conducted information sessions like end user training documents, instruction manuals, exercises, assessments, trainers guides.
  • Facilitated weekly sessions to keep executive staff and team members apprised of goals, project status, and resolving issues.
  • Developed test casesand uploaded them inMercury Quality Center. Acted as a Gatekeeper for the problem logs submitted and Bug tracking using Mercury Quality Center.

Environment: Data Modeling Tool - ARIS, SharePoint, Microsoft Visual Studio, MS Project 2007, Visio, MS Access 2003, Excel 2007, PowerPoint 2007, Mercury Quality Center

Role: Enterprise Architecture Analyst
Department: Enterprise Architecture

Enterprise Architecture: The IT Enterprise Architecture team is responsible for the design of the IT application roadmap in alignment with corporate strategy and ensures alignment of the IT systems (applications, technology and infrastructure) with business strategy.

  • Developed a System Retirement Framework/Strategy: Analysis, financial and business case development
  • Socialized project to key constituents within GIS to provide awareness, support and to gain key data inputs
  • Defined total cost of ownership for Enterprise Applications with detailed scope and cost category owners. Designed and implemented a process to maintain total cost of ownership data at all times.
  • Created dashboards and reports that portrayed application business value against cost on maintenance. Applications with lower business value and low cost of maintenance were the Quick wins.
  • Performed return on investment (ROI) analysis to build business cases and initial project plans for systems retirement and consolidation projects.
  • Four projects that retired 6 applications with $0.5 M cost savings were initiated in 2009 and 2010.
  • Refined, executed Architecture Review Board (ARB) process. ARB process is embedded in the Confidential,’s System Development Life Cycle process.
  • Included Master Data Management principles and artifacts into the Architecture Review Board process.
  • Socialized and trained project managers on ARB process and artifacts, set expectations on the review process.
  • Documented every project review meeting minutes including follow up and review committee decisions; and published them to the project management community.
  • Worked with review committee and project managers and all key stakeholders to enhance the Architecture Review Board process.

Environment: Data Modeling Tool - ARIS, SharePoint, MS Project 2007, Visio, MS Access 2003, Excel 2007, Powerpoint 2007, Mercury Quality Center

Role: Global Delivery Analyst
Department: Infrastructure

Infrastructure: Confidential, Global Infrastructure team was responsible to manage the hardware infrastructure of all the global applications. The team included AIX and Windows server, databases, middleware, storage, Capacity planning and management, project delivery and management.

  • Acted as a liaison for software development teams with project related infrastructure tasks and resolve issues without affecting their timeline.
  • Analyzed Confidential,’s web applications Trust Wave External Scan - PCI (Payment Card Industry) Audit results to identify vulnerability issues. Organized the issues by server platforms and assessed vulnerability.
  • Created a project plan to fix and track issues in each platform environment identified in the Scan. Created a matrix that identified the low hanging fruits quick fix with minimum impact to existing infrastructure.
  • Identified Application owners and worked with them to understand the usage and possible retirement of application.
  • Analyzed, and worked towards retiring 25% of unsupported Web sphere infrastructure landscape that decreased the initial vulnerability score by 30%.

Environment: SharePoint, MS Project 2007, Visio, Excel 2007, Powerpoint 2007, Mercury Quality Center

Role: Business Systems Analyst
Department: Infrastructure

Infrastructure: Confidential, Global Infrastructure team was responsible to manage the hardware infrastructure of all the global applications. The team included AIX and Windows server, databases, middleware, storage, Capacity planning and management, project delivery and management.

  • Coordinated project management activities for NetApp Storage Subsystem deployment.
  • Identified and evaluated vendors for world class storage management solutions.
  • Created RFIs, RFPs and facilitated demos for IBM, EMC and NetApp for Confidential, employees.
  • Facilitated project decision to deploy NetApp storage subsystems.
  • Assisted project manager with project plans, charters, SIO workbooks, deep dive reviews for the project.
  • Drive weekly project meetings and provided weekly meeting minutes to all participants
  • Created resource assignment plans and tracked project plans.

Environment: SharePoint, MS Project 2007, Visio, Excel 2007, Powerpoint 2007, Mercury Quality Center

Confidential,MI June 2007 December 2007
Business Consultant, Michigan Small Business & Technology Development Centre (MSBTDC)

Confidential,Small Business & Technology Development Center: The MI-SBTDC enhances Michigan\'s economic well-being by providing counseling, training, research and advocacy for new ventures, existing small businesses and innovative technology companies. As a business consultant prepared a business plan/ business case for a startup company.

  • Responsible for planning sound strategies for organizational activities relating to different departments like finance, marketing, research considering the availability of resources and the goals of the organization
  • Identify the potential market risks. Accordingly, make reservations and take necessary actions to ensure continuity in returns for the organization.
  • Ensure availability of required resources for successful execution of plans. Make timely arrangements for men, material, money, and machinery as per the requirement.
  • Make sure the organization stays updated with the current market trends and developments. Incorporate the relevant trends within the organization\'s set up.
  • Forecast difficulties and challenges in execution of activities and make reservation in advance.
  • Analyzed approximate return on investment as 10% for the initial year, and a gradual increase by 5% for the following years, considering the product in the current market scenario.
  • Recommended necessary market penetration strategies for product launches by phases.
  • Presented the business proposal to the MSBTDC board constituting of five people, including the business owners.

Environment: Manufacturing and Operations industry research, Business Plan Pro software, MS Office

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