Director (PMO)
ICS Nett
Total years of experience :27 years, 9 Months
• Serve as Director, PMO for the Mega (Valued USD 1 Billon). Program Planning involving PMO Practices that covers all aspects of large Tier-III Data Center, Design-Construction-Procure-Install-Transition Life Cycle including the Requirements management.
• System Engineering Design Process, Technical Solution, Interfaces Integration, Design Verification and Installation and its validation.
• Orchestrate seamless integration of Program Management, Procurement Management, Warehousing and Project Management and Accounting using MS Dynamics AX 2012 R3 (ERP & Add-on).
• Provide leadership in Implementation of Project Management, Construction Management & Project Scheduling, Quality Management, Cost Accounting and Master Planning using Microsoft Dynamics AX 2012 R3. (ERP) and Primavera P6 for Schedules.
• Plan for Quality Management for large complex Construction, Installation and integration effort.
• Continued to develop processes, SOP and Dashboard to enhance the effectiveness in Management of Portfolio of various projects.
• Provide Program/Project Management services to large scale Data Center Construction turn-key project currently in-progress.
• Provide leadership in PMO’s project governance, mentoring and in-house training.
• Establish PMO, Production Planning practices for Swiftships LLC, a sister company of ICS. Implement Dynamics AX Add-on that streamlines Production Planning & Control (PPC)
• Establish Construction Management Rhythm that covers weekly PPC that performs 6 weeks look ahead, review long-lead item procurement, Risk and Issue Review and Action Plan, Progress Review, Revenue realization.
• Having successfully implemented CMMI (ML-2), ISO 9001: 2008 (Quality) and ISO 20000: 2011 (ITSM) standards and best practices within ICS, engaged in further enhancements and adaptation at individual projects.
• Reviewed System Integrator’s planning and requirements using the CMMI framework, ITIL/ITSM best practices, and the Project Management Body of Knowledge (PMBoK) framework. Developed project schedules using MS Project, EVM, and weekly and monthly status reports for internal and Customer management. Reviewed all of the team’s deliverable prior to delivery to the client.
• Conducted In-Program Reviews (IPR); Planned and executed Continuous Process Improvement (CIP) projects.
One of the two Project Managers responsible for Software Development / SDLC of the large scale time bound Decennial Census-2010 Operations Management IT Project implemented using Agile, Feature and Test driven (FDD/TDD) SDLC. A team of 30 software engineers, testers and system integrators collaborate to deliver systems for US Census Bureau with offices and users on all 50 states. The system is built upon multi-tiered J2EE architecture that use Oracle Fusion, BPEL, J2EE services, BI publisher, xml and Oracle ‘Streams’ products
• Contributed to project management; SDLC/ LCM process improvements, Data Architecture, data base performance tuning, deployments and process improvements
• Contributed to and ensured that configuration management (CM) was implemented, performed and maintained in a consistent, qualitative manner. Periodic audits were conducted and baselines (functional, design, development and product) were established.
• Primarily responsible for Release/Deployment planning through execution. Developed Repository on Share Point to manage CM and Project Artifacts.
• Periodic audits were conducted and baselines (functional, design, development and product) were established. CMMI Based PPQA audits were also conducted.
• Responsible for enhancement of Enterprise Architecture and Governance framework/models that support US Federal agencies, Data Exchange Standards using NIEM XML based standard
• Developed two technical proposals covering Enterprise Architecture (baseline, target segmented models, CPIC process, OMB reporting) for US Federal Sectors as part of business development
• Developed technical architectures to leverage the convergence of BPM and SOA as system consolidation and modernization strategy in Commercial Health Care Organizations
Responsible for Project/Task Management valued $7 million/year budget. Technical leadership for a team of 16-27 in software enhancements, SDLC and Quality assurance:
• Enhance the architecture of Patent Application Lifecycle Management (PALM) system of USPTO, the largest, complex Case/workflow centric (BPM) mission system that serves 8K internal users as well as few thousands on the Internet, handles over 3 million transactions / service requests per day on a near 24x7x365 operations into J2EE Web, SOA Architecture.
• Enhance and adapt enterprise SOA standards, Data Warehouse (DW) and Business Intelligence (BI) solutions. Sustain higher system availability of 99.99%
• Undertake BPI initiatives, plan for Disaster Recovery and COOP; C&A Compliance
• Led the project in Architecture, Analysis and Design of Dashboard for Patent Directors of USPTO to manage their organizational performance goals through Business Performance Management process. Application and Solution Architecture was based on Data Warehouse/Mart (DW/DM) and business intelligence (BI) technologies of SAP BI Tools
• Supported Enterprise Architecture group in finalization on BRM, SRM, and DRM for PALM and reviewed the EA artifacts produced out of Metis / Troux toolset
• Planned and executed, a series of projects to transform PALM into J2EE/Web Architecture hosting more than 150 Services (EJB, WS/WSDL/XML Schema, Web sphere/iBatis Config)
• Coordinated in providing SOA Services for integration; extend business on the Internet.
• Enhanced the SOA Architecture to an enterprise model. Proposed SOA governance model and repository to manage the SDLC and maturity.
• Extensive load balancing, performance tuning of SOA services on IBM Web Sphere ENV through extensive Load / Stress Testing, SIT using jMeter and Load Runner.
• Migrated PALM to J2EE/Web architecture using MVC/Struts framework, and iBatis.
• Led projects in Technical Design to implement “Electronic Red Folder (eRF)” to support Tele-work. Improved process in addition to being agile resulted in cost savings.
• Led a project in Technical Design to implement “Electronic Office Action (eOA)” which improved customer service (faster communication and access to application status)
• Practiced Business Process Improvement (BPM / BPI) that resulted in Cost Savings:
• Soft-scanning documents and correspondences (Saved over $2.0 million per year)
• Optimized business process in year-end processing - Elimination of system downtime
• Achieved and sustained a very high system availability of 99.996% for PALM. Played leading role in planning for Disaster Recovery/COOP. Enhanced CM baseline Integrity and Operational Support Plan (OSP) as prep for DR/COOP. Technical Architecture docs updated. CM audits conducted to resolve CM baseline integrity issues
• Enhanced the Certification & Accreditation (C&A) compliances for System Security per FISMA Compliance regulations. Taken measures to protect sensitive data/information.
• Responsible for Project/Task Management valued $20 millions, multi-phased Re-Engineering completed in 5 years
• Responsible for Technical Leadership in reengineering (BPM/BPR) of PALM and migrate the legacy system to open systems architecture
• Manage SW Development using IEF CASE tool; large scale round-trip engineering; model management and operational maintenance
• Application / Solution Architecture:
As one of the four Architects laid the Application and Solution architecture, related reviews, GAP analysis and prepared time phased implementation strategy
• High level & Detailed Design for PALM:
Led the team in Systems Analysis and detailed design effort using IEF CASE tool
Involved in yearlong extensive Data/Process modeling. Review of “As Is” and “To Be” business processes, mapping, cross validation and data conversion analysis
Led the effort in (BPM/BPR) re-engineering, design and development of a customized Case management/ workflow, Rules Management software to support various processes including productivity measurement, track incoming/outgoing correspondences, various events, lifecycle status and other measures of Patent application lifecycle and other management controls.
• Project Management/Technical Leadership:
Leadership role in execution and deployment of various PALM sub-systems in 5.25 years (09/1996 - 11/2001) in 5 phases with significant benefits to business processes
Led a sub-project to develop over 120 J2EE/EJB/WS Services to support twenty (20) other systems. Adapted SOA standards in WSDL, adapting Open Sources iBatis, jMeter
Reviewed iBatis and Web-Sphere configuration set-up. Used extensively jMeter and Mercury Load Runner in load-balancing and performance tune-up (through Stress Testing, Load Test and SIT) of SOA Services
• Provided leadership and Technical support in Data Conversion from A16 mainframe
Resolved GAPs is Data Conversion processes, performance tuning and Data Quality.
Business Process Improvements (BPI):
o Planned and executed numerous systems enhancements, business process improvements (BPM/BPI) that enhanced system stability, response time for high volume OLTP
o Saved USPTO a recurring cost of over $500K through elimination of over 120 pre-printed forms and related manual steps and procurement processes
Turned around in six months failed PALM PgPub design and project implementation
SDLC improvements, Model management and Production Process enhancements to sustain 99.996% service availability to patent information user community.
Specialization in Systems, Project Management, IT and Finance