PROFILE

• 10+ years of expertise in the IT Services & Consulting industry
• MBA from the Indian School of Business (ISB), PMP certified
• 6 years of experience in the Banking & Financial Services (Retirement/ Benefits Services, Brokerage/ Trading, Capital Markets, Hedge Funds, Asset Management, Accounting & Auditing) industry
• Very good knowledge of implementing Project Management Methodologies and Processes: Software Development Life Cycle (SDLC) – Agile, Iterative/ Incremental & Waterfall, Product Development Life Cycle (PDLC), SEI-CMM/ CMMi framework, DMAIC, ITIL framework, Rational Unified Process (RUP), OOAD, PMBOK and PMO processes
• Lead many re-engineering/migration/ integration projects
• Extensive experience on Global Delivery Models (onsite/offshore/near-shore)
• Reported directly into the COO & CEO; managed a portfolio of corporate/ enterprise projects spanning IT, Operations, HR & Administration, Procurement, Accounts & Finance, Marketing, Sales, Corporate Planning and Business Strategy
• Interfaced with every department of a global organization on cross-functional projects
• Demonstrated proficiency in working with the COO/ CEO/ Chairman (Executive Management) and Senior Management, Operations Strategy, Vendor Management, Program Management (with P & L responsibilities)
• Skilled in creating Project Plans, managing project budgets and accounting/ financial statements
• Well versed in the usage of Microsoft Word, Excel, PowerPoint, Visio, Project, Project Server, SharePoint Portal Server

EXPERIENCE

I. Client: Confidential,New York City Sep’09 to Present
Project Manager

Project: Migration (Extract-Transform-Load-Cleanse-Remodel) of DOHMH data from CAMIS Mainframe to RDBMS
Tools/ Technologies: RUP, UML, ADABAS/ NATURAL, Software AG Target Adapter (ETL tool), MS SQL Server, MS SQL Server Management Studio, SQL, IBM Quality Stage, GEOSUPPORT, MS Visio, MS Word, MS Excel, MS Project
Industry: State/ City Government, Health

This initiative dealt with the following divisions of DOHMH – Health Academy, License & Permit, Enforcement (Food Safety, Pest Control, Child Care, Radiation and other bureaus) & Tribunal. Currently, DOITT (Dept. of Information Technology and Telecommunications) hosts DOHMH data on CAMIS (City Agencies Management Information System) and DCA (Dept. of Consumer Affairs) has a MOU to maintain it and manage licenses and permits. My project involved migrating and segregating DOHMH data off the CAMIS Mainframe (ADABAS/ NATURAL) into its own RDBMS – SQL Server. This is a strategic step to automate and integrate all systems in line with the NYC Business Express vision.

• Analyzed business and project scope, timelines in relation to other DOHMH projects and initiatives
• Managed project under key constraints – lack of documentation and time-consuming process for access/ permissions from other Departments/ Divisions/ Bureaus
• Responsible for facilitating a cross-department initiative with a matrixed team reporting into different Bureau/ Division Directors
• Created, updated and tracked Project Plan to meet project goals under aggressive deadlines
• Identified risks to the project, mitigation mechanisms and developed Risk Management Plan
• Oversaw evaluation of software tools to extract-transform-load data from ADABAS/ NATURAL Mainframe system to RDBMS
• Conducted meetings and negotiations with external vendors to select ETL tool
• Coordinated with other NYC Departments (DOITT & DCA) for set up and configuration of environment to migrate data off Mainframe (~15 files, 20 GB)
• Performed extensive analysis of DOHMH public website, intranet, paper forms and documents to identify business rules to segregate DOHMH data
• In meetings with various bureaus, researched options to cleanse and standardize data for integration with License & Permits, Enforcement and Tribunal systems (in production, currently under development or planned for future development)
• Responsible for selecting an optimal solution for data cleansing – use of GEOSUPPORT (developed by Dept. of City Planning)
• Created presentations to report on project progress to the Steering Committee
• Escalated issues for prompt resolution to Senior Managers

II. Client: Confidential,USA Jan’09 to Jul’09
Lead, Principal Business Analyst

Project: Integration/ Migration/ Reengineering of Retirements/ Benefits Services systems
Tools/ Technologies: SDLC, RUP, UML, COBOL, QuikJob, SunGard OmniPlus, OmniStation, OmniScript, IBM DB2, Sybase, SQL, Unix, MS Visio, MS Word, MS Excel, MS Project, MS SharePoint Portal
Industry: Retirement/ Benefits Services

ACS’ Total Benefits Outsourcing (TBO) division offers comprehensive retirement & outsourcing services to clients. My project involves integrating 2 record-keeping systems – SunGard OmniPlus and Record Keeping System (RKS, developed by Kwasha Lipton) – and migrating ~200 DC, DB and H&W plans on to a new, common platform for cost and operational efficiencies. It involves moving all data from MainFrame (IBM DB2 and VSAM) to Sybase and Oracle. I lead the analysis from the client’s location while the development is being handled offshore - out of India. This is a strategic, reengineering project driven by the client PMO with very aggressive timelines for completion.

• Analyzed the existing system architecture and operational setup (incl. SunGard OmniPlus, Record-Keeping System - RKS, Cash Management System – CMS, Payroll, Trust, Payment, Self Directed Brokerage/ Trading Accounts, Managed Accounts, Printing Interfaces, front-end Web, VRU and Call Center applications, Databases – DB2, VSAM, Sybase) for defining project scope and breaking down project into sub-projects
• Identified dependencies between systems and operations to manage risks in integration and migration
• Collaborated with offshore testing team to identify scope of testing and develop Test Strategy for testing over 200 plans
• Tracked and monitored requests for changes/enhancements for impact analysis and testing
• Developed project plan for requirements analysis and documentation of all systems
• Documented fundamentals of Defined Contributions, Defined Benefits (Pension) and Health & Welfare (Health, Disability & Life Insurance, Health Savings Accounts) plans in a reference manual for training the offshore development and testing teams
• Created UML workflows and use cases using MS Visio for all business processes involved in record-keeping Defined Contributions (DC) plans
• Conducted in-depth requirements analysis of specific Defined Contributions plans (incl. ACS’ own employee benefits plan) and documented complete plan features and plan administration for end-to-end testing
• Analyzed and tracked all differences in the features/ capabilities of the two systems so that the new platform can offer ‘comprehensive’ record-keeping features
• Ensured that the integration/ migration causes minimal change and impact for end-users
• Reviewed deliverables of colleagues to ensure quality and accuracy
• Implemented PMO processes for executing project

III. Client: Confidential,New York, USA Apr ’07 to Oct’08
Sr. Project Manager, Principal Business Analyst

Project: Quality Assurance (QA) and Support for real-time electronic Trading Platform (TradeBlade)
Tools/ Technologies: SDLC – Agile, ITIL, UML, OOAD, Java/ J2EE, EJB, JMS, Swing, JBoss, Hibernate, Microsoft SQL Server, SQL, SWIFT, JUnit, QTP, custom testing tools, JIRA, Test Director, CVS, XML, XSD, Windows Server, Unix, HTML, MS Word, MS Excel, MS Project, MS Project Server, MS Visio, MS SharePoint Portal Server, PMS, PMIS
Industry: Brokerage/ Trading/ Capital Markets

Tullett Prebon’s electronic trading platform – TradeBlade – runs live in the U.S. markets in competition with Icap’s Broker-Tec and was due to be launched in Europe. I oversaw multiple projects – with a mix of QA and Maintenance and Development. The engagement also involved integrating a legacy system (OTC Marker) with TradeBlade.

• Responsible for overall Program Management of multiple projects of $ 2 MM revenue
• Managed a 25-person team of Business Analysts, QA engineers and Developers
• Created the project organization chart; involved in resource planning, selection, training, management and appraisals of staff
• Conducted one-one sessions with key project stakeholders: SVP – Development, Global Head of Trading Technology, Chief Architect and Global Head of Operations to define scope and business requirements
• Ensured mapping and documentation of all business processes and system workflows (for Repos, Treasury, FX Options, Mortgage Based Securities, OTC products, CD Swaps) in use cases and process descriptions
• Designed proposals (with technical, operational and pricing information) for onsite-offshore Quality Assurance (QA), Development and Maintenance projects
• Performed project costing, developed both Time & Material and Fixed-Price models for the projects
• Responsible for preparation and sign-offs on Master Services Agreement (MSA) and Statements of Work (SoWs) for multiple projects
• Developed and tracked Master Project Plan (with WBS, schedule, budget and resource plan) for an onsite-offshore (New York-London-India) execution model of multiple projects
• Developed and tracked Risk Management Plan, established Change Request Management procedures
• Implemented ITIL framework for providing QA and Application Support services for the trading system
• Oversaw replication of system environment at offshore center (India) for testing and BCP purposes
• Managed integration of legacy system (OTCMarker) with TradeBlade
• Facilitated successful transition of project to offshore team on schedule
• Effectively coordinated efforts of multiple teams – client, two other third-party vendors, onsite and offshore delivery
• Monitored project progress and identified issues for immediate resolution/ escalation
• Initiated implementation and standardization of project processes (e.g. production release process) and templates for SEI CMM quality (from Level 0) and metrics analysis in the client organization (PMO initiative)
• Analyzed project metrics for status reporting to client and Senior Management, ensured compliance with SLAs of the engagement and SEI-CMMi Level 5 standards
• Achieved 20% productivity improvement, tracked 300 system defects to closure
• Monitored project expenses against budget for variance analysis, correction and reporting to client and Senior Management

IV. Client: Confidential,USA Sep’06 to Mar’07
Project Manager, Principal Business Analyst

Project: Funds Administration
Tools/ Technologies: SDLC, PDLC, Java/ J2EE, OOAD, RUP, UML, Oracle, SQL, Unix, JUnit, CVS, XML, XSD, XSL, DHTML, commercial packages, MS Word, MS Excel, MS Project, MS Visio , MS SharePoint Portal Server, PMS, PMIS, Budgets, Financial Statements
Industry: Hedge Funds

KPIT Infosystems is an IT Services provider catering to the Banking & Financial Services industry. I drafted the Business and Project Plan in preparation for the company’s strategic venture into a complete offshore IT + process ‘Funds Administration’ set of services.

• Consulted with industry expert, attended conferences on Hedge Funds
• Documented all operational/ business processes and IT systems for Funds Administration
• Created process flows and process descriptions
• Identified processes that could be outsourced to an external vendor; defined scope of IT & process service portfolio for prospect customers
• Used the Product Development Life Cycle (PDLC) for rollout of new products for Funds Administration
• Created organization chart for operations and service delivery
• Developed Master Project Plan (WBS, schedule, resources) for the business with operations, IT, marketing, sales, budget and pricing details
• Identified risks in execution; conducted risk qualitative and quantitative risk assessment and created Risk Management Plan
• Performed NPV/ ROI analysis: created 1-year, 3-year and 5-year business models with $ 30 MM revenue potential

V. Client: Confidential,India Apr’05 to Sep’06
Project Manager, Principal Business Analyst

Project: Corporate Strategy & Executive Projects Portfolio
Tools/ Technologies: Corporate MIS, MS Word, MS Excel, MS Project, MS Visio, MS SharePoint Portal Server, PMS, PMIS, Financial Statements, Budgets
Industry: IT & BPO Services & Consulting

KPIT Cummins Infosystems is an IT Services provider catering to the Banking & Financial Services industry. I managed several strategic, corporate and cross-functional projects for the organization.

• Reported directly to the COO, CEO and Chairman
• Coordinated with the PMO & Corporate IT to implement project management standards in corporate/ enterprise projects across the 5000+ employee organization
• Drafted Business/ Project Plan (WBS, schedule, resources, budget, revenue projections and NPV/ ROI analysis) for the company’s entry into the largest emerging market and outsourcing destination, China, through partnerships with Chinese IT companies
• Engaged with Heads of 6 Business Units, 12 Supporting Departments and all Geographic Subsidiaries:
• for corporate restructuring into SBUs (Strategic Business Units )/ LoBs (Lines of Businesses)
• to create annual and long-range plans for 50% CAGR and improved profitability
• Developed templates for planning, streamlined process of receiving, consolidating and finalizing corporate P&L forecasts using DMAIC methodology
• Reengineered process for monthly and annual corporate Business Performance Reviews through DMAIC methodology
• Redesigned templates for reporting key operations metrics complementing a corp-wide DMAIC process
• Effectively used marketing and presentation skills to prepare highly superior status reports for the Board of Directors
• Coordinated regular meetings with regional/ sales heads of North America, Europe, Asia& Middle East and Japan for tracking progress on corporate projects
• Built one-one relationships with Senior Managers across the organization – Sales, Corp. Marketing, Delivery, A&F, Investor Relations, Legal, Commercial/Purchasing, HR, Quality & Process Excellence, IT & Infrastructure Support, Facilities Management
• Conceptualized and implemented annual training programs for 40+ Senior Managers and Executives

VI. Client: Confidential,India Aug’04 to Dec’04
Project Manager, Lead Analyst

Project: Outsourcing Advisory
Tools/ Technologies: MS Excel, MS PowerPoint, MS Visio, MS Word, MS Project
Industry: Product Development, Retail, Pharmaceutical

• Led a 5-member team of Business Analysts
• Analyzed standard IT & business project processes followed in Product Development, Retail and Pharma companies for qualification into core and non-core processes
• Performed cost-benefit analysis of outsourcing processes to third-party Indian vendors versus setting up own captive centers in India
• Evaluated various criteria as location, infrastructure cost, human resource (HR) management, telecommunication and travel expenses, Intellectual Property (IP) laws, knowledge/ process transition methodology, SoPs (standard operating procedures) followed by third-parties, quality management processes, enforceability of Master Services Agreements (MSA) and Service Level Agreements (SLAs), Captive/ JV/ BOT models, etc.
• Created framework for guiding client companies to decide on setting up captives or outsource operations

VII. Client: Confidential,Boston, USA Dec’03 to Mar’04
Jr. Project Manager, Sr. Systems Analyst, PMO Coordinator

Project: Reengineering/ Migration of web-based intranet Corporate Systems
Tools/ Technologies: SDLC – Iterative/ Incremental, OOAD, RUP, Rational Rose, UML, Java/ J2EE, JSP/ Servlets, SunONE framework, SunONE Application Server, IBM DB2/ UDB, SQL, IBM MQSeries messaging framework, Unix, JavaScript, CSS/DHTML, XML, XSD, Ant, JUnit, CVS, MS Excel, MS Project, PMS, PMIS
Industry: Global Asset Management

My project was to reengineer a complete suite of intranet corporate applications from a legacy client-server environment to a web-based services model.

• Led a 10-member team of Business Analysts, Developers and QA engineers to reengineer 15 corporate applications for the client
• Created and tracked Project Plan (with WBS, schedule and resource plan) for application modules
• Conducted business and system analysis; identified and documented all processes and workflows through RUP methodology
• As functional and technical Lead, played a major role in system redesign from legacy client-server to web-based services
• Defined scope of reengineering; established guidelines for handling change requests after impact analysis
• Facilitated System Testing, Integration Testing, UAT and Production Support
• Submitted weekly status and metrics reports for the review of client and Senior Management
• Updated and tracked Risk Identification and Mitigation Plan; escalated issues to Senior Management for resolution
• Ensured adherence to SEI-CMM Level 5 quality standards and SLAs through regular review of project deliverables; responsible for project audits by PMO

VIII. Client: Confidential,Boston, USA Dec’02 to Nov’03
Sr. Systems Analyst & Lead, PMO Coordinator

Project: Reengineering/ Migration of ‘Defined Contributions’ Retirement Services web applications

IX. Client: Confidential,Boston, USA May’02 to Nov’02
Systems Analyst

Project: Reengineering/ Migration of ‘Transfer of Assets’ & ‘Correspondence’ web applications

X. Client: Confidential, Aug’01 to May’02
Sr. Software Engineer & Lead

Project: Development of ‘Entity Integrator’ product

XI. Clients: Confidential, Aug’01 to Nov’01
Software Engineer

Project: B2B trading (internet) using RosettaNet PIPs

XII. Client: Confidential,India Nov’00 to Jun’01
Lead Developer

Project: Development of web Enterprise Agents

XIII. Client: Confidential,India Jul’99 to Oct’00
Software Engineer

Project: Development of intranet Corporate Accounting System

EDUCATION & CERTIFICATES

I. Project Management Professional (PMP)

II. MBA in Strategic Marketing & Technology

III. Bachelor of Computer Engineering

IV. Sun Certified Business Component Developer (SCBCD)
V. Sun Certified Java Programmer (SCJP)