SUMMARY
A strong background in Project Management and Business Analysis with over 10 years of experience in managing complex projects from analysis to the implementation stage. Excellent blend of skills in Processes Improvement, Business Analysis and management of Offshore Development Group. Maintained client relationships at the senior executive level.

EDUCATION

Finance
Computer Science and Applied Mathematics

CERTIFICATIONS

• Business Process Reengineering from Accenture
• PMP Certification currently in process, expected in January 2010
• PRPC Certified System Architect from Pegasystems

KEY EXPERTISE

Project Management | Business Analysis | Process Improvement | Offshore Management | Vendor Management SDLC Methodology EXPERIENCE July '06 - Dec '09 Activehealth Management (part of Aetna Inc.) - Project Manager

Managed and implemented applications which utilizes member claims and prescription data to provide Care Consideration alerts to the members. Also, implemented a system to provide a complete health data history (claims, medical exams and prescriptions) of the members on a single platform.

• Managed several ongoing projects (in JAVA, C#, .Net with backend as Oracle database) from analysis to the implementation stage. The development team comprised of employees, consultants and external vendors.
• Coordinated with multiple business groups in project management, business analysis and process improvement. Acted as a liaison between the IT and the business units for the functional requirements.
• Managed and regularly updated project plans in MS-Project and Excel with tasks, milestones and resources.
• Worked with the development teams on a daily basis to resolve issues and manage timelines.
• Created test plans and conducted regular UAT with the business users to manage expectations.
• Worked heavily with the Development team, Testing team and Database Architecture teams.
• Developed project roadmaps along with forecasting models for staffing and budgets in excel.
• Negotiated contracts with the vendors for new consultants and projects.
• Developed processes to streamline Technology Group. Specific processes were created for the new projects, Change Control, requirements gathering/sign-offs, project review, tracking and testing.
• Development methodology was primarily either SDLC Waterfall or Agile depending on the project.

Client Freddie Mac
Led a team of consultants for the implementation of a system which runs on a rule-based engine for the Customer Service Call Center Operations.

• Managed a team of consultants and developed the overall system architecture for the project.
• Identified business functional requirements from various business units and received sign-offs.
• Designed a UI, managed application development team using JAVA and rule based "Business Rule Engine" (BRE) to provide a complete Business Process Management (BPM) solution.
• Coordinated the development process with various business stakeholders by understanding business requirements, management of issues and provided regular status updates.
• Responsible for resolving the issues and for the successful implementation of the new system
• Managed client expectations, Change Control and provided weekly Status Reports. Also, interacted with the senior management team regularly to provide informal project status and ensured client satisfaction.
• Projects were developed using Agile methodology.

• Managed a team of 2 Project Managers. Followed PMI methodology to create PMO office.
• Managed several ongoing projects in JAVA, C++ and Oracle database with multiple teams of developers, business analysts, QA testing team and with similar team at the offshore development center located in Pune, India
• Coordinated development efforts with business and network engineering departments
• Created a Project Management structure in the DoubleClick Technology Center
• The new structure involved - project plans, status reports, budget planning, project reviews, Change Control Management, Issue Tracking and Post-Mortem Analysis.
• Provided business side more visibility in the engineering processes. This helped both teams to communicate more easily and resolve the product rollout for Beta and Production launch
• Used MS-Project for detailed project plans, Excel for resource allocation and financial planning Visio for process flow diagrams and PowerPoint for executive presentations
• Responsible for the financials of all the projects in terms of work estimate and capital expenditures. Tracked the financial numbers on a quarterly basis and identified project at-risk
• Planned resource allocation; managed budgets and identified/resolved system issues
• Planned project roadmap for the year 2004 and 2005 with the senior management team
• Coordinated Sarbanes-Oxley auditing with the external consulting groups
• Managed projects and resources with the Offshore Development Vendor located in Pune, India.

• Managed a team of 5 Engineering Managers
• Managed product development lifecycle from business analysis to implementation
• Identified business and technical requirements for each application
• Managed the technical development process of the services with the development staff
• Coordinated development process with the Engineering, Product Management and Executives
• Responsible for P & L, Statement of Work (SOW) and resource allocation
• Tested and launched products in the regional markets.

July '98 - March '00 Confidential, Senior Management Consultant

• Created a project plan for each project
• Interviewed business user groups to identify problems in existing systems
• Identified gaps from existing state to the future state
• Analyzed existing processes and created process improvement maps
• Provided functional requirements to the analysts based on new process maps
• Provided programming support in C++, VB and with Oracle database
• Identified and resolved systems issues by participating in all team meetings and identified the ownership of each issue
• Reviewed test scripts and validated test results with the business user groups
• Conducted design, code and test reviews, received sign-off and closed quality gates for each phase completion, before moving on to next phase of the project
• Managed the successful implementation of the new system
• Followed Software Development Life Cycle (SDLC) methodology.

Confidential, Business Analyst
Analyzed business process to implement a Shared Services model.

• Analyzed and researched the operations of all business units at Merrill Lynch
• Identified gaps from the existing state to the future state
• Proposed implementation of Shared Services Utility with the four business units
• Designed an operating model for the Shared Services Utility
• Proposed implementation of Service Level Agreements (SLA) between Shared Services Utility and the Corporate Center
• Designed a migration plan for the implementation process.

Jan. '95 - Aug. '97 Confidential, System Integration Manager
Client Blue Cross Blue Shield
Managed the migration of legacy claims systems to a client-server architecture with Oracle as the backend database.

• Analyzed existing processes and IT capabilities
• Developed a migration process and project plan for the implementation phase
• Created process flow diagrams for the new processes
• Created data models requirements for the Oracle database
• Ensured relational tables were normalized and verified the integrity of the data
• Generated various SQL reports to verify data integrity and for management reports
• Provided programming support and resolved systems issues in Oracle System
• Managed a team of consultants for the implementation of the Oracle System.

Nov. '91 - Dec. '94 Confidential, Associate
Developed Billing and Accounting applications for various law firm client in Western NY.

• Analyzed business needs of clients and created systems modifications proposal
• Designed, developed and implemented applications in Visual Basic
• Followed full-life cycle development process for systems development

Skills
Sharepoint, PL-SQL, MS-Project, Visio,AccessMS-Office, PowerPoint, MS-Outlook