RELEASE / PROJECT MANAGER
/ IT DEVELOPMENT, DIRECTV, El Segundo, CA March’09-Current
- Led the development of all support and enhancements projects to the
Amdocs billing system (STMS) that ran on HP series equipment in the DirecTV Billing team. This
included management for all release deliveries, Q/A planning and execution with
approximate costs of 3 million per release.
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Responsible for liaising with more than 35
immediate stakeholders, including PMO
Leaders & other Project Managers
- Investigated & evaluated new project impacts towards
the Billing system. Delegation of project assignments to other PMs within the department.
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Involved
in all aspects of vendor management (HP/AMDOCS) This relationship included all
facets of the SDLC from analysis/design to implementation. Daily activities
would often include negotiation of both project and release cost with vendors.
- Performed multi
organization (DirecTV, HP & AMDOCS) effectiveness and time to market
interventions, conducted training needs analysis, gap analysis, mission/vision
planning, job design, process redesign, and leadership development work.
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Reported weekly on
status, milestones, department budget, and project tracking to executive
management and stakeholders.
PROGRAM / PROJECT MANAGER,
Accenture, T-MOBILE, Seattle, WA Sep’06-Feb
‘09
- Managed development, infrastructure upgrades, and proof of
concept projects (15 in total, with cross-functional teams of up to 12 members)
that spanned across the enterprise and were based on best of breed technologies
- Acted as the interface between business prime, technical
team and business owners; assigned resources, managed delivery schedules,
ensured deliverables were met, negotiated with managers to resolve resource
conflicts
- Investigated and oversaw the implementation of best
practices in technology, security, and common components and facilitated their
transfer to various internal groups (Marketing, Engineering, Operations, and IT)
- Was involved in all aspects of vendor (11 in total)
relations - from business requirements gathering and analysis, product proposal
and proofs of concept, to trial, customization, integration and/or
implementation, with individual contracts worth up to $2 M annually; created
presentations to executive team that influenced strategic direction
- Established IT Corporate Systems PMO and developed project
management framework to be used across the enterprise. It is based on Rational
Unified Process (RUP), Microsoft Solution Framework (MSF), Agile, Scrum,
Waterfall and other methodologies and best practices. Aligned project controls
with strategic objectives for IT
- Prepared business case, defined project approach, created
project plan and detailed estimates for a major enterprise initiative focused
on migration of enterprise Retail desktop units to thin client solutions
(SunRay).It was valued at $47M
- As the result of the management study aimed to improve
productivity of developers, considered various options, conducted cost benefit
analysis, created business case and facilitated adoption of Team Foundation
Server to be used by 150 developers across the company. NPV of the project was
estimated at $2.2M
- Facilitated proposal development and presented them to
Clients; was involved in pre-sales and sales activities; assisted resolution of
strategic and operational issues early on during the engagement
- Managed external vendor in implementation of a credit risk
management system; gathered business requirements; ensured that RBC Project
Management Framework (PMF) deliverables were met; performed security audit
- Various project implementations including: Retail
Technologies, Billing & Payment Process Reengineering, Documentum EMC
storage of all internal documents & customer information, Enterprise
Product Catalog (AMDOCS), Enterprise Customer Hub (AMDOCS), Thin client
solutions for CARE & Retail.
PROJECT MANAGER / Sr. BA, Accenture, MORGAN
STANLEY- INDYMAC- STATE STREET Dec 04’-Jun’06
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Articulated
business requirements as use cases for different components for the Risk
Weighted Asset (RWA) calculation system.
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Assessed Credit
Risk strategies with various internal credit tools and implemented Basel II
strategies to augment Credit availability.
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Implemented
Rational Unified Process (RUP) for data sourcing project.
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Used UML
methodology for gathering requirements and creating use case and class
diagrams.
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Worked with
Investment Professionals, Financial Analysts as well as other business teams on
requirement gathering.
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Identified data
requirements from source systems and defined ETL processes for extracting data
from external systems.
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Mapped hierarchies
to be set up in the system for all counterparties (including counterparties to
Account), collateral issuers and guarantors to determine the level of
implementation.
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Mapped financial
data, general ledger data, loss event data, transaction data and people
reference data from source to target database for creating a central Risk Data
Repository (RDR) as required by Basel II reporting regulations.
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Rollout of Basel
II risk-based Credit capital calculations in the Risk Cache for FX, Metals,
Credit Derivatives and Swaps products.
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Incorporated
Unified Change Management (UCM) in compliance with Configuration Management.
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Managed
requirements in Rational RequisitePro, making requirements available to all
team members.
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Actively involved
in developing and coordinating Functional and User Acceptance Testing.
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Reviewed the
system level test cases written by the testing team and prepared the UA test
cases for end-user testing using Rational Test Manager.
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Reported bugs
using Rational Clear Quest and maintained version control with Clear Case.
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Reported weekly on
status, milestones and project tracking to project management and stakeholders.
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Environment: RUP,
Rational Requisite Pro, Rational ClearCase, Rational ClearQuest, Rational Test Manager, MS
Visio, UML, SQL, Oracle 8i, TOAD.
MANAGEMENT CONSULTANT, Accenture, AT&T, Atlanta,
GA Jun’04-Nov’04
- Analyzed strategic goals, operating environment and
technology infrastructure for M&A of two large telecom companies and
developed program portfolio of 18+ enterprise projects valued at over $64.5M,
spanning across the entire company (Customer and Policy, Underwriting, Claims,
etc)
- Advised VPs / CEO about feasible technology choices and
benefits they would bring to business. Consulted management team about options
to resolve operational and human resources issues
- Conducted meetings with C-level executives to establish
technology strategy; performed risk assessment and created risk response plan
for a major infrastructure change.
- Developed portions of Enterprise Risk Management consulting
product offering
- Performed security assessments, identified issues and
suggested their resolution
TECHNICAL
CONSULTANT, Accenture, Information
Services, KLA-TENCOR, Milpitas, CA Nov’03-June’04
- Remaining time spent in R&D group designing, developing
and customizing various software products and working with clients in
order to establish their priorities, scope of work, integration points, data
conversion and other activities
- Managed transfer of organizational knowledge from
headquarters in Milpitas to the acquired Candela Instruments Fremont division
(application core modules, development standards, environment setup,
configuration, issue resolution, etc.)
- Acted as technical team lead on Accenture proof of concept,
managed delivery schedule, issue resolution, and
project progress, as well as software development, customization, configuration
and integration activities
on Client’s site.
- Recognized by management for consistently providing
solutions to seemingly insurmountable technical and customer problems
- Successfully led the reanimation of several multi-million
dollar software development projects, including a customized email engine and a
customer loyalty program
- Consistently recognized for exceptional performance by
management, clients and customers
IT CONSULTANT/BUSINESS
ANALYST, IBM - Various Clients, Bay
Area, CA Dec’01-Feb’03
- Developed technology solutions to solve various business
challenges of clients
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Experienced in full life cycle
system development, from requirements gathering and business case development
to rollout and maintenance.
- Worked
with project teams and information architects to develop business process
models.
- Generated
models to depict business processes and information flows.
- Provided
production assistance after project implementation.
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Experience working with business
users to analyze and document business requirements and system functional
specifications.
NETWORK ENGINEER, EXODUS. Santa Clara, CA Aug’00-March’01
- Optimized
several subnets and implemented Fiber Distributed Data Communications between
key routers, switches and network storage devices.
- Upgraded
key Extranet, Intranet and Internet Gateway devices to accomplish a more
scalable Fiber Optic transition.
- Revised
and implemented security policies and
protocols
- Represented
and reinforced technical support department by handling level three support
calls and emails.
NOC ENGINEER /LEAD Webvan., Foster City, CA March’99-July’00
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Planned, built and managed 7x24x365 HP
Openview Network Operations Center (NOC). Provided written documentation as
reference for the build. Designed
Network Operations Center work space and procured equipment for use in the NOC
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Built & managed Dell and Compaq
servers to be used onsite for proprietary software applications
QUALITY ASSURANCE
ANALYST/LEAD Hewlett Packard., Santa
Clara, CA Jun’97-Dec’98
- Led team of 5 QA Engineers to create automated test suite
and ensure compliance of 16 client and 4 server applications on 4 platforms
with established specifications