SUMMARY:

• More than 20 years of IT experience, in Strategy and Implementation projects for various government entities like Food & Drug Administration, Centers for Medicare & Medicaid Services, National Cancer Institute, National Institute for Child Health and Human Development, National Housing and Urban Development, Department of Treasury, Internal Revenue Services, etc.
• Directed government entities by supporting CIO offices through various technological transformations, that includes IT Modernization efforts by doing their Current State Assessment, identification of gaps/vulnerabilities, designing a Target State Architecture and recommending a phased Roadmap and Retirement Strategy for end - of-life systems.
• Last 10 years focusing primarily on Project Management, Architecture and Strategy - with a focus on Project Scheduling, Cost Management, Customer Relationship, Scope Management, Data Modeling, Enterprise Architecture, IT Modernization, Master Data Management, etc.
• Strong leadership and executive engagement skills; ability to partner with senior leadership to define strategic roadmaps and business cases; strong presentations, oral and written communication skills
• Ability to establish a strong point of view and leverage industry expertise to address business goals and operational issues; strong analytical skills in structured problem solving.
• Performed Technology Assessment with respect to build/buy decision and evaluated and integrated various COTS, Open Source, GOTS solutions as a part of Implementation.
• Supported Federal Acquisition related to Product Selection in planning, by defining the strategy, and helping to carry out the Implementation of various RFIs, RFQ and on-site Physical Assessment and Analysis. Determining the Infrastructure Strategy for the Assessment - whether it will be On-Prem and/or Cloud.
• Significant experience in the Master Data Management domain in the Federal Health Space. Managed and successfully delivered the Facility/Supply Chain MDM domain ($6 million) for FDA
• Proficient in managing client requirements and delivering optimal solutions. I successfully managed cross-functional, matrix organizational teams of up to 30 resources while consistently delivering on-time and on-budget solutions within defined agreed-upon scope.
• 8+ years of experience working in CMMi Level III environment. I have also managed IT teams following Agile Development Methodology. Experience managing both Development projects as well as Operations & Maintenance projects.
• Performed Earned Value Management for the projects I managed and actively monitored the Schedule and Cost variance.
• Led many Business Development activities, which include participating in RFP/RFQ responses and proposal writing. Attended oral presentation during a BAFO phase. Contributed to my firm’s winning of multiple opportunities.

PROFESSIONAL EXPERIENCE:

Confidential, Rosslyn - VA

TECHNOLOGY MANAGER

Responsibilities:

• IRS is looking to procure a Case Management COTS Solution that will replace outdated legacy systems with an integrated platform - to improve business operations by implementing a holistic case management solution, and reduce operating costs
• I supported the ECM Product Acquisition by leading the Product Assessment project that comprised of various parallel work-streams:
• ECM Physical Assessment and Analysis: Drove the EPAA workstream, which is critical for IRS to complete their product selection. EPAA is a time-boxed assessment of down-selected vendors to evaluate them against identified Business and IT capabilities currently.
• Infrastructure Strategy: Developed the infrastructure strategy for ECM - considering options of On-Prem and Cloud environments, and identified steps to provision these environments. Created contingency planning with respect to infrastructure.
• Solution Implementation Approach: Led this workstream that include the Legacy Systems Assessment and building a Transition Plan. Working with different client stakeholders to develop a roadmap for IRS.
• Managed a team of around 15 - that included Deloitte employees, sub-contractors and other partner resources. Collaborated with various groups within the IRS and built excellent relationship
• Product Assessment was kicked off when I joined the project to lead it. Very quickly, the client realized the importance of this workstream and ed additional funds for the rest of the option year. This led to additional work (~$3M).
• Developed the Implementation Plan and detailed Roadmap for HUD’s Subsidies Management transformation. I led the Technology work stream and contributed to development of key deliverables: eVMS Technology Implementation Plan and Roadmap.
• This included performing the current state assessment, developing the technology architecture, identifying the system interfaces, developing a phased roadmap for implementation, legacy decommissioning approach.
• I drove discussions with client stakeholders including OCIO staff and Enterprise Architecture Team. I also collaborated with other work streams on the project: Business team, Proof-of-Concept team, PMO team. I helped develop the Life Cycle Cost Estimates by providing feedback regarding technical implementation with respect to resources, hardware, software, etc.
• Led the pursuit of the AMAC IT Modernization and developed the Statement of Work. Sold this $1.5 M for a period of 5 months. Executed the AMAC IT Modernization in the role of Solution Architect IT Manager, working directly with the CIO. I led the IT work stream and developed a business case that the CIO presented to their ITPC (Information Technology Prioritization Counsel).
• The business case laid out the current state assessment from systems perspective, the current pain points, and highlighted the existing burning issues. Developed and presented the future state solution that identified the various Technical Capabilities that would meet the business requirements for AMAC. The Technology Solution also identified some possible software solutions, and informed the future state usage from the end user’s perspective. Lastly, the business case presented the timeline and the roadmap and rough order of magnitude.
• Mr. Vengurlekar led numerous meetings and discussions with client stakeholders that included the CIO, his staff, the business team, and the AMAC Team. He managed the technical team - across the duration of the project. This project involved a 3-day site visit to AMAC headquarters in Austin, TX, where he facilitated the technical discussion during this meeting that included understanding their current IT infrastructure and policies.
• The Million Hearts® Cardivascular Risk Reduction Model is the first CMS preventative and population health care innovation model aimed to deliver effective population management of patients at highest risk of cardivascular disease. The Deloitte MH team provides model management, implementation support, data collection and monitoring, and a collaborative learning system to help drive the success of the model.
• I was the Technical Manager to oversee, monitor and ensure smooth execution of key activities regarding Million Hearts Clinical Implementation. I drove the requirements gathering meetings with the client to elicit the business and technical requirements for the MH Data Registry.
• In addition, I led the design activities, especially the efforts for Technical Review Board (TRB) consult, and ensured successful completion of Detailed Design Review (DDR). The DDR comprised of completing almost 24 deliverables (Project Management, Security, and Design) and consolidating that information in a 60-slide briefing, which was presented to the DDR reviewers. The team received an on-schedule sign-off for the DDR ensuring that we are on track for going live.
• Integrity MDM is a FDA initiative aimed at improving the quality and accuracy of data used in FDA CDER (Center for Drug Evaluation and Research). The goal for Facilities and Supply Chain master data project is to establish and maintain accurate information for all facilities and supply chain organizations associated in the lifecycle of CDER regulated drug products.
• As a Project Manager, I managed and delivered this Project on time and on budget. It was a $6 million project over the period of 1 ½ years, and had a team size of around 30 people.
• Ensured that the Project followed the HHS EPLC (Enterprise Performance Life Cycle) Process.
• I worked as the Technical Manager/Solutions Architect for FDIC - EDM Services project. I managed key activities like Analysis and Design of Examination Master Data (EMD), Data Access Strategy, EDW Planning, Operations Management, EIM Portal & Dashboards development.
• Recommended the strategy to perform the data migration by making the change to the instance name within the database server instance configuration. This strategy ensured that there is no impact to the applications that connect to the migrated database instance. This migration option led to a substantial schedule savings of migration effort (2 months).
• I took on the responsibilities of leading the FDIC EIM (Enterprise Information Management) Operations. As a part of Operations, I led the Operations related Performance Objectives (Standardizing Operations Processes, EDW Bulletproofing, and Development of ETL Catalog). I conducted daily stand-up meetings with the team and client to ensure the activities are on track, and to keep open communication on the status and challenges.

Technology Manager

Confidential

Responsibilities:

• The Electronic Laboratory Exchange Network (eLEXNET) is a seamless, integrated, secure network that allows multiple government agencies engaged in food safety activities to compare, communicate, and coordinate findings of laboratory analyses.
• My role was that of a Technical Manager, helping the Program Manager with the various technology initiatives in the Strategy and Implementation
• Some of the technical initiatives that I managed: Oracle 11g upgrade, migration to the Drools Rule Engine, upgrade to the Oracle Universal Content Management Server, etc.
• In addition to that I also supported with the on-going Release Management and streamlining the Operations & Support activities.
• I was the lead on providing Technical Assistance to the States and Issuers of Qualified Health Plans in the Development, Testing, and Implementation of Eligibility and Enrollment Infrastructure.
• I led a team while working with around 3 other contractors to develop a Technical Implementation Guide that will help the States and the Issuers to interface with the Federally Facilitated Exchange, or will help them set up a State Based Exchange.
• DCAS shares a common framework that serves to bridge all elements of a study including authoring, data collection, and data quality control. I was the primary application liaison for the development and distribution of this application to the various Study Centers. I worked with stakeholders to ensure that the project goals and execution are aligned with business goals.
• I ran weekly calls with the Study Centers to address ongoing issues, communicate the project updates, status, and have open communication. I developed a project site in Drupal to share project documents with the Study Center participants, and was responsible for its maintenance too.
• DCAS is around 20 member team. I managed the delivery of the DCAS releases to the Study Centers in line with the client expectations.

Confidential

PROJECT MANAGER 0)

Responsibilities:

• I turned the Protocol Timeline Reports project around from Concept to Production in less than 3 months. Developed it for the OEWG (Operational Efficiency Working Group) as a dashboard application. OEWG uses is to recommend changes to NCI’s current clinical trials activation procedures, and aim to decrease by half the time it takes to initiate new clinical studies.
• IPAD Search/Dashboard is a Search solution for all the users of the CTEP Enterprise application. It enables to users to perform efficient search within structured and unstructured data. Data is indexed from various domains like Studies, Agents, Diseases, Adverse Events, Files on the shared drive, etc.
• Managed the requirements gathering and development of the IPAD Search, and also implemented a strong proof-of-concept for the same - which prompted the option for $900K to be exercised for the actual development of the application.
• I was also the project manager of CTEP Maintenance Project - that spanned 22 different CTEP applications, and this project was a size of almost $14 million over a period of 3 years. I collated the change requests (CRs) of these CTEP applications, and presented them to the Senior Management of CTEP called as the ECMC (Enterprise Change Management Committee), who approved the CRs. I was then responsible to plan, schedule, and deploy the phased releases in a timely manner, within the scope defined in the CRs.
• Some of those CTEP applications are Protocol Authorization and Tracking System (PATS), RAB IND Tracking System (RABITS), Drug Authorization and Review Tracking System (DARTS), Adverse Drug Experience Electronic Reporting Systems (ADEERS), etc.
• Developed project artifacts like Project Charter, Project Plan, Project Schedule, WBS, Risk Matrix, etc. I coordinated and managed projects till successful completion.
• In addition to the Project Management tasks, I provided technical expertise during development phases. In IPAD, my team analyzed various technologies and finally selected Apache Solr and Business Intelligence Reporting Tool (BIRT) as a Product Solution. For search solution, my team evaluated various other technologies like Endeca and Autonomy.
• I managed business analysts in capturing requirements and closely interacted with clients during the Knowledge Acquisition and Requirements Gathering phases.
• I have been very involved in preparing requirement artifacts (i.e. Requirement Documents and System Use Cases) and technical documentations like Data Model Design (High-level and Detailed), Functional Specifications, Product Design Documents, etc.
• I conducted JAD/RAD sessions with clients for rapid prototyping. Managed teams on both a functional and project (technical) level. Strictly followed the CMMI Level 3 processes in my projects.
• Supervised coordination between the various projects groups like development, testing, documentation, DBA, network support and operation staff.
• Able to multi-task between different projects/activities. Implemented good clinical practice standards for the projects I worked on.
• I was recruited by TCS in college campus-interview. After recruitment, I had an intensive of more than 3 months, which has proved very helpful in my career.