ELIZABETH SAJI

➢ Active engagement with business stakeholders, Technical Team and project managers, Service Delivery & Application Support Team to set up the SLA, OLA and support for any set up of operational activities /agreements. Responsibility to transition services for key projects ~120 in Information & Analytics, Finance & HR-SAP portfolio’s annually, from a Service management perspective through the phases of Service Strategy, Service Design, Service Transition and Operation so that the IT service/capability is delivered to the business which is “ Fit for purpose”.
➢ Ensuring the successful and seamless introduction of IT services, whilst assuring the continuity of the existing IT service portfolio - targeting ‘zero incident change’ so that the business is not interrupted when new or amended IT services are launched.
➢ Key Transitions include:
i) Service setups for Teradata, Tableau, Kalido, Cloud (Amazon, MS Azure) and Sales force Platforms for multiple geographies & vendors.
ii) Capabilities -> Enhanced Sales Reporting Analytics (ESRA), Voice of Customer Analytics (VoC), Electronic Point of Sale (Epos), Indirect Procurement Analytics (IPA), Finance Agility and Analytics, Social Listening tool.
Achievements
• Transitioned ~ 40 services across multiple geographies successfully
• Recognized at the ISD Town hall for the Optimization of the Service design process- which led to 30 % effort reduction, quicker TAT, reduced headcount and increased productivity.
• Optimizing the Service design Process for SaaS, PaaS/IaaS, Internal/External Hybrid services

Team consist of 28 FTE’s/Contractors.

➢ Responsible for delivering enhancements and projects in the BPM & ECM (Filenet), Intranet & Collaboration Services (ICS) \[50+applications\], Clarity - Enterprise Portfolio Management (PPM) across ANZ group globally.
➢ Responsibilities include developing a phased implementation approach for overall analysis, design, development, testing, training, and postproduction efforts.
➢ Managing daily activities, issue resolution and communication across project execution teams in order to deliver projects on time, on budget, and as-requested by customer.
➢ Identify critical path decisions, makes recommendations and influences program leaders and business process owners.
➢ Have the experience of managing and delivering projects costing up to AUD 1M in a variety of other technologies including both Microsoft Technologies
➢ Key accountabilities include delivery management, competency development at Bangalore, process management and improvement to increase predictability of delivery, productivity and quality of delivery, stakeholder management and Transition Management.
Achievements
• Delivered Projects in the Filenet, Enterprise Portfolio Management (EPM) using Clarity v12, ARMD (Audit Risk application) and Small Business Loans.
• Handled the infrastructure and Database Upgrade for applications viz., Teammate, Tax Integrator.
• Setup Clarity Competency at Bangalore to achieve delivery excellence.
• Institutionalized processes viz., Release, Configuration Management, Transition from Project to Maintenance & Support resulting in improved productivity and higher quality deliverables.
• Handled P & V, Penetration & Safety Testing, and DR for major applications in the Filenet, EPM and ICS space.
• Successful Transitioning of 60 +applications to Vendors.
• Successful deployment of multiple Projects in the Fixed Price Model.

Team consists of 30 FTE’s.

➢ Partnering with Key business units for delivering Projects and Programs in the ESS (Engine Services & Spare Parts) and CMS Commercial & Military Spares Organization Organisation for GE Aircraft Engines, Cincinnati.
➢ Key accountabilities include projects management, Transition from Onsite to Offshore of applications (in-house), vendor management, and process management, Quality of delivery and stakeholder management.
➢ Simplification and phasing out legacy systems.
➢ Work with business teams, training for end users on the new systems.
➢ Resolve long-standing business issues
Achievements
• Implemented major Programs in ESS & CMS Organization involving multiple systems and complex interfaces successfully delivering substantial productivity benefits.
• Implemented projects in alignment with the business metrics for MEO (Military Engine Spare parts) business using Six Sigma Tools delivering $400K digitization benefits and better audit trail.
• Led WENS (Web Based medium of Inquiry, Order, Quote Entry) GEN II project resulting in increase of 25%customer Usage, $45K CAM’s (Customer Account Manager) productivity & $200K Digitization benefits to MEO SPO.
• Managed WENS GEN III project leading to increase functional visibility & $250K Productivity savings.
• Initiated Training programs for CAM’s & Support Teams resulting in 60% decrease of CAM’s Usage & Tickets and delivered $200K Productivity savings.
• Led and executed zero issue Oracle DB (7.3 to 8i) Upgrade for all 9 MRO sites with time and resource constraints.
• Handled MRO, ACCUM for North America, Asia and Europe (total 10 sites) from offshore.
• Executed OS Version Upgrade for Asia and Europe MRO sites (4).
• Streamlined and Implemented Release Management Process, Standardization of MRO Application across all ten sites globally using six sigma tools. Ensured highest standard of Performance levels post major/minor release or maintenance window.
• Initiated & Transitioned Configuration management of MRO Applications to Offshore.
• Planned & Implemented interfaces for Shop Floor Applications resulting in $200K digitization benefits and better audit trail for ESS.
• Accumulation System for the Engine (ACCUM) was implemented in three GE Shop Floor sites (Japan, Dallas and Ontario) & Standardization ACCUM at all Shop Floor sites was done using Six Sigma Process.
• Process improvement at Malaysian Instance for the Kitting Resolution using Six Sigma tools
• Customization in INV, PO, BOM modules (MRO) & Setting up of interfaces running between MRO and other Shop Floor Applications.
• Resolved and implemented critical enhancements for MEO pricing in MRO.
• Decreased the number of tickets by around 90% Post release in WENS


Team consisted of 12 FTE’s with 6 GDC’s in 3 global locations.

➢ Handled varied roles viz. module lead and Team Lead for various Oracle Financials & MFG (FA, GL, INV, PO, BOM) projects globally for various clients viz., Seagate Technologies, Sony Electronics and General Motors, USA.
Achievements
• Implemented Oracle ERP applications for major clients of Wipro Technologies
• Worked on key business processes & application support involving Oracle Financials and Manufacturing modules.
• Interfaces were developed which enabled Master-Slave process to replicate the controlled data elements employing the Enterprise Business Object (EBO) & Seagate Information Bus (SIB).
• Variance Reporting enabled comparison between 11i and 10.7 tables and present changes in captured data in the form of Reports.
• Customer Data Conversion from 10.7 to 11i
• Onsite Support for the conversion of Legacy Financial modules of Sales & Marketing Division to Oracle Financials (GL, FA) and Customization of Financial Reports.
• Automation of General Motors’ production process through WEB.
• Conversion from SQL server to Oracle 8i.
• Interface Systems with Applications on Mainframes & Sybase.
• Extensive support in phasing out the legacy system (MANMAN) to Oracle Applications and Customization in FA, GL, INV, PO, BOM modules.
• Conversion of Essbase Application to Oracle Applications.
• Customization of Aging Reports in Accounts Receivables at Seagate (San Jose)

Team consisted of 4 FTE’s.