Apr 2014 - Present
Sep 2011 - Present
NIIT Technologies Limited
DAS, SITA GSL at Godalming (UK), Duration: June’12 – Current as Scrum Master SnS, SITA Voyager at London (UK), Duration: Sep’11 – May’12 as Scrum Master • Set up & mentored of DAS teams when SITA-GSL started in Jul 2012.Started with 2 teams, it has grown to 6 teams, empowered teams to self-organize and grow cross-functionality • Facilitating Daily scrum meetings, sprint planning, sprint review, and sprint retrospective for multiple Scrum teams. • Established effective communication with onsite, client and offshore team member & played pivotal role in ensuring delivery of critical features within challenging timelines in-spite of evolving & changing requirement on time. • Working with proxy Product owner On Artifacts Such as Product Backlog, Sprint Backlog, Sprint Burn down and Release Burn down. • Through JIRA, mails, daily SOS with client & Sprint End Report publicized the team velocity and sprint/release progress to make sure they are highly visible to product owner / stakeholders. • Motivated team to come up with quality shippable product and meet the product/sprint goals. • Provide visibility to team impediments/risks and helps eliminate them • Improved the team's engineering practices and tools as required. Fully facilitated productivity, and make sure teams have the tools and know-how they need to succeed. • Schedules and facilitates scrum meetings to focus on integration and end to end testing
Oct 2010 - Sep 2011
NIIT Technologies Limited
Project Management activities: • Ramp up the team • Mentoring, conducting training and giving exercises to the team to prepare delivery of the project as most of the team members are new. • Ensuring co-ordination between onsite and offshore team, ensure proper knowledge is flowing from onsite to ODC. Handled conflict resolution among team. • Ensure delivery at scheduled time, budget and quality • Function Point Estimation • Planning, tracking and monitoring of the project • Measure productivity of each individual and accordingly take action to enhance their productivity • Keep eye on GM and keep it under control. Ensure that deliverable work packets should not require extra non billable resource. All are billable in both of the projects (Fee and Info del). • Collecting and reporting the Metrics data for the project like defect logs , Review Project • Analyzing the Metrics data (Causal Analysis) and deciding on the corrective action, if there is a significant deviation of actual from the planned Metrics. • Updating high level project progresses, concerns, escalation, client feedback in SMR • Chart the stakeholder map by identifying all external and internal stakeholders. Identify stakeholder’s needs, interfaces, expectations, authority and common relationship. Position stakeholders according to their level of influence or enrichment they provide to the project. Expectations of communication are agreed upon and the manner in which communication is managed between the stakeholders is established: that is how and when communication is received and who receives it. Agreed on the deliverables at the outset of the project and change in course of time as per agreement. • Defined KPI for project success after discussion with stakeholders. Created sub KPIs for achieving the project KPIs. Most of the KPIs are quantifiable. Technical activities: • High and Low Level Design using Enterprise Architect • Review of HLD and LLD • Mentoring Technical knowledge, Issue resolution
Jun 2008 - Oct 2010
Monsoon Software Consulting Pvt. Ltd.
Team Size: 30 Project Management activities: • Making proposals, doing estimation and participated in bidding • Defined project scope, goals and deliverables that support business goals in collaboration with senior management and stakeholders. • Plan and schedule project timelines and milestones using MPP and excel • Delegate tasks and responsibilities to appropriate personnel. • Track project milestones and deliverables • Identify and resolve issues and conflicts within the project team. • Identify and manage project dependencies and critical path. • Proactively manage changes in project scope, identify potential crisis, and devise contingency plans. • Coach, mentor, motivate and supervise project team members and contractors, and influence them to take positive action and accountability for their assigned work. • Effectively communicate project expectations to team members and stakeholders in a timely and clear fashion. • Define project success criteria and disseminate them to involved parties throughout project life cycle. • Draft and submit budget proposals, and recommend subsequent budget changes where necessary. • Prepares target revenue and cost budget (with profitability projections) for the project/ assignment • Updating high level project progresses, concerns, escalation, client feedback in SMR • Chart the stakeholder map by identifying all external and internal stakeholders. Identify stakeholder’s needs, interfaces, expectations, authority and common relationship. Position stakeholders according to their level of influence or enrichment they provide to the project • Defined KPI for project success after discussion with stakeholders. Created sub KPIs for achieving the project KPIs. Most of the KPIs are quantifiable. • Conduct project post mortems and create a recommendations report in order to identify successful and unsuccessful project elements. Technical activities: • Issue resolution • Review of HLD and Code
Mar 2007 - May 2008
Fiserv India Pvt Ltd
This is development cum enhancement project of US healthcare insurance. Team size: 25+. Technology: J2EE, Struts 1.1, EJB, Web Services, Hibernate, JUnit, Microsoft SQL Server 2000, Eclipse 3.1, ASP, UML Duties involved requirement gathering, design reviews, brainstorming for implementation and try to fit in the existing architecture, estimations, resource planning, cost control, testing, interacting with stakeholders, monitoring & tracking of every work package and non-functional requirements in order to meet quality conformance & schedule deadline, formalize & obtain final acceptance for the project, document the lessons learned, measure customer satisfaction at the end of the project. Delivery Management using Onsite Offshore models to create higher impact/ value.