Resume_Radhika Bhairo-Venn_PMP_PgMP - 14122015

RADHIKA BHAIRO-VENN PMP® PgMP®

SFCTM SDCTM SMC TM

Scrum Fundamental, Scrum Developer and Scrum Master Certified

Mobile: +27 833032842 Email ID: [email protected]

Johannesburg, South AfricaSOUTH AFRICAN

Program & Project Management Professional | PMO | Scrum Fundamental, Scrum Developer and Scrum Master Practitioner, Change Management, Vendor

Management, Governance Risk & Compliance, Stakeholder Management, Benefits Realization and

Transition Management, Implementation, Support and Operations and Mentorship |

Professional Synopsis

±20 years of diverse, dynamic, versatile, flexible, adaptable & hands-on experience in Project & Program Management; Certified in PMP & PgMP, Scrum Fundamental, Scrum Developer and Scrum Master Certified, with commitment towards continuous improvement in people and process to drive, deliver and sustain business outcomes. Extensive experience in successfully planning and managing, implementation, transition and operations of strategically focused initiatives. Expert in Project and Program Management, delivery of benefits towards strategic organizational alignment, business process redesign/reengineering, solution delivery within IT and Business domains across diverse companies namely IT (Microsoft), Government (South African Revenue Services, Eskom – African Electricity Utility Provider & Department of Justice), Mining(Lonmin Platinum Mines), Telecoms(MTN, Cell C, FMCG(SABMiller), Media & Digital Satellite (Multichoice) and Financial Services Industry(Liberty Life Holdings and ABSA Financial Services). Identified by senior management to lead Multi Million Rand projects and programs; Lead a team size of 20+ staff; Improved performance in people, projects & programs through consistent Governance and Structure adherence, as well as formal mentorship programs.

Key Skills

♦ End to End Program/ Project Lifecycle Management ♦ Business Case & Benefits Management

♦ PMBOK, ITIL Methodologies ♦ PMO / Program Governance ♦ Program / Project Management Plans ♦ Phase gate reviews♦ Stakeholder Engagement ♦ Procurement & vendor management♦ Leading cross functional teams ♦ Business Process Transformation♦ Quality, HR, Cost & Schedule Management ♦ Risk, Issue & Change Management♦ IT Security, Risk, Issue Management ♦ Release / Implementation

Management ♦ Requirement management♦ Vendor Management ♦ PMP / PgMP / trainer & mentor♦ Application development & Customisation ♦ Status reports / dashboards♦ People Change & Communication Management ♦ Project & Program Audit

management♦ Mentorship, Skills and Competency Development

1

Certifications / Accreditations

♦ Project Management Professional (PMP®) Certified ♦ Program Management Professional (PgMP®) Certified

o Only less than 2000 Management professionals are certified PgMP® across the globe hence its considered as an Elite Management Group in the world

o I am 1396th Person in the world to get PgMP® certified ♦ SFCTM SDCTM SMC TM

(Scrum Fundamental, Scrum Developer and Scrum Master Certified)

Academia

♦ Diploma in Project Management from the Damelin Management School in 1997, in South Africa

My linkedin profile:https://za.linkedin.com/in/radhikabhairoprogrammngr

Professional Experience

Program Manager in Group Strategic Strategic Services

June ’13 – May’15Liberty Life Holding is a JSE Listed Company engaged primarily in the provision of financial services.

Chief tasks handled:

Managed Organization wide Assessment of the PoPI Act in alignment of Liberty GSS Requirements and the Group Strategic Objectives

Setup program governance and structure and defined Roles & Responsibilities and aligned Business Unit deliverables within the Group

Centralized Human Resource policies across the organization and aligned processes to the Policies

Centralized organization wide policy and process owners. Implemented a central process repository for organization wide HR processes Identified and agreed organizational strategic objectives and goals with the executive team and

aligned the Program Benefits to these organizational strategic objectives and goals. Identified Program Benefits and aligned Benefits of PoPI Program (currently Liberty does not

practice portfolio management, the way it should be practiced i.e. the legislative/regulatory programs are not in a portfolio) to the new Liberty Holdings 20/20 Strategy.

Managed third party service provides & Vendor companies to ensure timely deliverable as per contract milestones & provide acceptance by validating deliverables; manage contract changes / addendums by performing impact analysis.

Assist Project Managers, Program managers, & their team members throughout Projects & Programs life cycle in tracking the Scope, Time, Budget, Quality, Resources in defined frequencies by managing competing priorities & demands.

2

Proficient in performing cost analysis using Earned value techniques, schedule analysis through Critical Path & Gantt chart.

Approve Projects & Programs based on the alignment of Org. Portfolio Strategic plan & expected tangible & intangible benefits taken into consideration

Implement the project management best practices defined by PMI in Org. level Provide consultation & timely support to Project teams & PMs throughout the Project &

Program life cycle. Provide necessary approval in key stages of the Project & Programs through phase gate reviews.

Perform the Collection, consolidation & (R/A/G) analysis of Project status reports of all projects in org level and perform the forecasting, trend & variance analysis.

Engage all internal & external stakeholders together and work on a common organizational level objective defined in the direction given by senior management.

Create dashboard reports, presentations and responsible for preparing PMO reports and timely submission to senior management.

Conduct Project & Program management training and change management. Identified Program Team and skills required for team. Compilation of program approach, budget and resource plan for GSS. Development of program charter, scope, operating model(ensuring that governance and

Structure, are included in the operating model) and resource plan Preparation of program budget inclusive of resources, as well as preparation of project cost

reconciliation showing projections for 2013, 2014 and 2015. Completing a high level program schedule with dependencies going forward. Preparation of stakeholder and expectations and setting up of interviews and meetings with the

relevant stakeholders. Developing a benefits delivery plan together with a Program Roadmap that includes the

benefits delivery with a Sustainment Plan for the benefits delivery. This included accountable personnel for the sustainment of the benefits delivery and Return on Investments.

Setting up and facilitation of scoping workshop. Setting up and facilitation of risks and issues workshop. Developing, managing and maintaining risk, issues, action tracking register and decisions

register on a weekly basis Weekly submission of project status report. Agreeing and approving the change approach and plan with the GSS co-ordinator going

forward. Work-shopping the Business Analysis Approach to complete the mapping process across the

business. Identifying business capabilities and mapping them to the business outcomes, business

requirements and aligning them to the strategic objectives from the shareholder values. Liaison with business executives regarding feedback and status on the program Consolidating weekly project status reports and compiling monthly program steercom report. Preparation of the deliverables document for the Business Analyst so that he has a list of

deliverables when he arrived Identifying the objectives for the “To Be” process workshops and ensuring that the outcomes

agreed are signed off. Ensuring that all processes mapped are agreed and signed off Working with the vendor list within GSS and identifying specific vendors for specific functional

areas within GSS. Identifying the criteria for the 3rd party contracts and working with the legal and procurement

teams to ensure where contracts are owned. Allocating the responsibility for drawing up of the contracts, where none exist and amending contracts where it is critical for contracts to exist

3

Working with the Policies with the ER team. Identifying what I can be done by the PM and what can be done by the legal team.

Identifying the Incident, Storage, Records, Privacy and Security Policies for GSS and ensuring that these align with PoPI requirements.

Developing an Awareness Campaign Plan and implementing it. Developing a Compliance checklist to adhere to the PoPI Legislation as well as ensure

ongoing governance in accordance with the PoPI Legislation

Previous Experience

February’13 – May’13 with ABSA Financial Services Senior Project Manager

Primarily recruited to turn a “Red Project into a Green Project” as this Project was three months behind schedule


Assessment of “As Is” situation. Performance of cause and effect analysis Identifying Primary actions to turn around project and development of “turnaround” schedule Presentation of findings to executive stakeholders and sponsor and obtaining buy in and go-

ahead Revisit and development of project charter, Obtaining sign off of Scope and deliverables Redeploying team in line with new schedule Management of Risks, Issues and decisions and communication to executives Consolidation of status dashboard reports Communication of relevant status to relevant audience Consistent liaison and feedback with the BA in terms of deliverables Attendance and Participation in process mapping sessions with specific advisers and

clarification of specific queries and issues for quick decision making. Identification of resources for the delivery of High Level Deliverables and obtaining

accountability from resources and consensus from stakeholders Driving project team to meet agreed deliverables and milestones Distribution of final “As Is” Processes and obtaining sign off of processes Delivery of “As Is” and “To Be” Processes and Gap Analysis Report, together with the AIFA

Best Practice and Standards and the Industry Benchmark Standards by 19th May 2013

Previous Experience

March 2012- July 2012 KPMG

Program Assurance – Governance and Structure Program ManagerThis Program was the Global SAP Implementation in LATAM, Ecuador, Columbia, Poland and South Africa. The Delivery of Global Program Assurance by KPMG was to ensure that each

4

Release and Stage Gate was passed prior to moving to the next Release and Stage Gate. My role as part of the Program Assurance team ensured that all aspects of the Program Adhered to Program Governance and Structure to ensure a success of the Global Program.

5


Understanding the Architecture of the high level Deliverables. Mapping this to the detailed deliverables to each work-stream on the program.

Identifying the roles and responsibilities of individuals to be interviewed in different aspects of the program.

Having a clear understanding of the deliverables for the specific Releases and Stage Gates and understanding the Objectives relating to the deliverables.

Ascertaining the success criteria and indicators set up by the client. Gathering information in terms of roles and responsibility on the program in order to set up

and conduct interviews Understanding the various stakeholder roles and expectations and compiling reports in

relation to expectations of the various stakeholders. Interviewing with the engagement lead, individuals from Global Design Authority Director,

Planning and Control Managers, Global Resource Program Manager, Global Test Manager, Global Business As Usual Managers, Release Managers to Project Administrators

Gathering all of the interview information and capturing this in a working paper and indicating which indicator/criteria the evidence is related to.

Reviewing all documentation and compiling detailed reports for the audit files and for internal and external audit.

Interviewing the Global PMO team, compiling a report from interviews. Providing recommendations in line with International Best Practice and International Standards.

Compiling a detailed recommendations report pertaining to Governance and Structure for each Release and Stage Gate.

Socialising reports prior to distribution to senior management within KPMG and the Client. Providing preliminary reports as to why the Release and Stage Gate were going to fail or

pass. Ensuring that the final report is to the point with absolute facts, in order to expedite specific

decisions from the Steering Committee and Senior Management. Ensuring that nothing may be disputed and that all the information is as explicit and open as possible.

6

Previous Experience

August ‘11 – December ‘11 with Eskom – Distribution and Corporate Program Manager

Eskom is the leading Electricity Utility Supplier on the African Continent Predominantly South Africa and is government owned

The implementation of the Integrated Access Control Program, was an Eskom wide project as well as an Exco initiative. The objective of this program was to ensure that a uniform and adequate security system was implemented throughout Eskom

The scope involved applying the following principles, processes and deliverables for the daily operations and execution of the integrated Access Control Program:


Alignment of Program to Organizational Strategic Objective and Goals Facilitation and co-ordination of all program activities to meet objectives of the schedule costs

and technical performance: Development and documentation of Program Plan:

• Facilitation of the development of the Program Plan with strategic input from the Client approved Applications Manager.

• Definition of the scope and objectives of the program.• Indication of ROI (Rough order of Magnitude) costing and objectives of the program.• Inclusion of a milestone schedule• Definition of responsibilities of the program team members• Taking ownership of the program schedule

Securing a committed program team with the assistance of the Program Sponsor and line management.

Program Definition• Facilitation of the program definition • Development and maintenance of program definition document.• Facilitation of kick off meetings to brief all parties involved.

Monitor and maintain program progress:• Ensuring all program team members are kept up to date with the program related

status issues.• Co-ordination and facilitation of regular reviews with the Client and third parties.• Co-ordination and facilitation of program assurance and technical reviews for the

program• Set up a Program Governance and Program Standards• Development of regular status reports for the client representative Program Manager.• Resolution of program related issues where necessary.• Escalation of issues when senior management input was required.

Developed and maintained:• A Risk Management plan• A Human Resources Management plan• A Quality Management plan• A Procurement Management plan

7

• A Communication Management plan• A Change Management Plan A Program Schedule

Finalization, edition and review of documentation including:• Detailed systems specifications.• Detailed process documentation.• Detailed value chain documentation.• Detailed business case• Prototype documents.

Completed and managed all requirements for the approval process:• The architecture approval process.• The investment approval process.• The commercial approval process.

Ensured development of implementation approach with best practices. Project completion:

• Achieved satisfactory hand-over with the appropriate publicity.• Co-ordinated and managed the program debriefing• Developed a program close-out report.

The IAC Program was in DRA Phase and some of the key deliverables are listed below:• Pilot access control at Duvha and Kendal Power Stations using smart card technology

in accordance with the requirements• Reviewed and updated Strategy for Security• Defined “TO BE” solution Blueprint (processes, technology and people)• Finalized the PCM with the required Process objectives and KPI’s• Finalized design and architecture for the Eskom wide rollout• Defined the Implementation Approach and Plan• Finalized Business case and benefit realization plan• Developed Contracting Strategy• Finalized, signed off and maintained the Access Control Policy• Defined user requirements for building management services• Obtained requirements for building management services• Obtained required architectural and investment committee approvals for ERA phase• The scope for DRA was implementation at Kendal and Duvha, but designed for

Eskom wide.

Previous Experience

April ‘10 – June ‘11 with SABMiller - MIS

Program Manager

This was a three month contract, standing in for a PM that was on maternity leave. Worked on the Master Data Management Project, BI Reporting Manufacturing and Supply Chain Project and Credit Intelligence Project. The first two projects were overlaps from the previous financial year. The following tasks were performed when I took over

8


Re-scope of Customer Master Data project with the project team. Revisiting the scope to include the regional users who were not originally included in the sign off.

Working closely with Cherry-Olive the Vendor that provided ”Talend” which is the Master Data Management Application Identifying deliverables and allocating these to specific team leads

Revisit of Budgets, resources and signed off documents Identifying risks and issues and managing the issues in an ongoing issues register Addressing the business concerns around SAP being “Switched Off” and ensuring that SAP is

not necessarily the model that has to be adhered to. Revisiting the 8 industry data models recommended by “Cherry Olive” Identifying a transition path and the gaps that were existing Enlisting the assistance of the Architecture governing body to guide the team through the

Architecture. Reiterating to the team that the current model contained about 200 attributes and another 100

were to be additional to the existing scope. Revisiting the conceptual model and ensuring that the team adhered to the conceptual model. Ensuring that the team were aware that the XSD Model(technical Model) and the updated

attributes were additional in the updated scope. Ensuring that both external vendor, as well as internal teams have the same perception of the

deliverables. Identifying the resources responsible the “User access Roles” i.e. ensuring that the resource

was aware of the delivery of the construction of the roles, application of access, etc. Facilitating Workshop for the integration deliverables, this included the applications that were

included in the deliverables, Re-iterating with the team that the specification and development of the WSDL was as per the

URS. Grouping the specs according to resource experience in terms of responsibilities and

accountabilities Ensuring that all the User requirement specifications for Blocking///Unblocking were

completed, reviewed and signed off by business prior to the team starting work on these. Setting up the test environment together with the Vendor input and the Vendor test team. Ensuring that all test scenarios are complete and residing in the “HP Quality Centre” which

was being utilized as the test environment Ensuring that the development team worked closely with the testing team. Ensuring that the focus on testing rested on “Create, Updat, Block/Unblock, Delete, Mass

Updates” Ascertaining specific report requirements and generation of these reports with “Exceptional”

data quality. Completing a Change Impact Analysis for the affected areas in the business. Audit with the PMO to revisit the agreed deliverables for these projects Overseeing and managing the designing of the model Revisit of the Project Charter and distribution for signature Preparation of Project Status presentations and attending steering committee meetings Attending weekly project status meetings Preparing monthly project status reports and monthly project financial reports. Bi monthly updates of project status FHM(Finance, HR and MIS Projects Managing the build and test of specifications for implementation and ensuring that all tests

follow quality assurance plan Preparation for PMO audits through various stages of the projects Adherence to Sarbanes Oxley compliance through every phase of all projects and ensuring

evidence of Sarbanes Oxley is available Preparation of sites prior to go live in terms of hardware prerequisites, software prerequisites,

training requirements and change requirements Preparation of cutover plan and resource plan prior to cutover Setting up of risk assessment workshops with relevant resources Aligning all project governance requirements to company strategy

9

• Development of Business Change Impact analysis and change and communication plan• Development of Training Impact Analysis and training evaluation • Managing delivery of projects with the Global Projects Release Plan.• Ensuring that all risks including the transports into production are managed accordingly

• Previous Experience

•February ‘09 – March ’10 with SABMiller – Manufacturing DepartmentProgram Manager


• Compilation of business cases, review and sign off• Compilation of benefits management plan and register • Overseeing and managing Request for Proposal, Request for Information and Request for

quotation• Overseeing and managing solution evaluation matrix• Participating and overseeing Vendor selection process• Compiling letters of regret and letters of acceptance• Vendor management and vendor contract and performance management• Compilation of statement of work with Vendor• Arranging of Scoping Workshops, JAD sessions and review sessions• Facilitation of Scoping sessions and project kick off sessions• Development of charter, project plans, risk and mitigation plans, architecture documents• Development of stakeholder assessment and expectations and managing stakeholder

expectations• Capturing of all project resources and project updates on the RFS system• Defining work breakdown packages for the various teams in order to identify detailed

deliverables from each resource• Compilation of roles and responsibilities and reporting structures• Compilation of a communication plan at the outset of every project• Responsible for management of all project budgets and management of all project cashflows• Management of all project resources and resource allocation and resource leveling• Overseeing and managing the compilation of design document, business requirement

specifications and the sign off of these• Preparation for steering committee presentations and attending steering committee meetings• Attending weekly project status meetings • Preparing monthly project status reports and monthly project financial reports.• Weekly updates of project financials with SAP data• Managing the build and test of specifications for implementation and ensuring that all tests

follow quality assurance plan• Preparation for PMO audits through various stages of the projects• Adherence to Sarbanes Oxley compliance through every phase of all projects and ensuring

evidence of Sarbanes Oxley is available• Preparation of sites prior to go live in terms of hardware prerequisites, software prerequisites,

training requirements and change requirements• Preparation of cutover plan and resource plan prior to cutover• Setting up of risk assessment workshops with relevant resources• Aligning all project governance requirements to company strategy• Development of Business Change Impact analysis and change and communication plan• Development of Training Impact Analysis and training evaluation • Development of Training Plan and Training schedule ensuring that Training material is

developed accordingly by training specialist • Liaison with all regional teams regarding training and training schedules• Quality assurance of Training Material with training specialist

10

• Liaison with regions to communicate impending change and training impacts in terms of project go live and use of new and enhanced systems

• Identifying gaps and closing gaps with consistent liaison with the team leaders in the regions• Development of test strategy in terms of company policy and preparation of test plan and test

schedule, inclusive of UAT, Regression testing and integration testing• Development of cutover plans and compilation of resource plan for cutover.• Preparation of Business acceptance sign off pack• Preparation of project closure and handover report• Completing project budget close off notification to finance department.• Setting up and Facilitating lessons learnt workshop.

Previous Experience

November ‘08 – January ‘09 with SABMiller - MISProgram Manager


• Project Management of SAP Projects in the MS & D BIS Departments. The following • were projects that I worked on:

Project Sawtooth • The testing of “Sawtooth”, a software required for the analysis and recommendations of pricing • and marketing of brands and products for Consumer Insight • Liaison with business and technical resources to complete the following:• technical architecture document,• the architecture model, • a brief business case• Management of the testing and the test team• Ensuring all processes are followed and all prerequisites complete prior to testing and sign off• Ensuring all governance is adhered to for audit purposes• This project was signed off within three weeks• Project Logistics and Reporting• Review & potential re-design / re-architecture of logistics reporting• Business case completed and was reviewed for sign offProject JDA Space Planner• The testing of “JDA – Space Planner ”, a software which allows the building of shelves, 3D

views of stores with products in, allows rate of sale date and allows volume and forward sharing

• Liaison with business and technical resources to complete the following:• technical architecture document,• a brief business case

Project Synovate Temple• Liaison with business and technical resources to complete the following:

• technical architecture document,• the architecture model, • a brief business case

11

Project Garmin• It was identified that SAB needed to improve their ability to manage the performance of

vendors, inked to KPI’s and market execution measurements.• These were shor t RFS’s logged to complete different deliverables• Compilation of BRS

Project Mahlasedi Training planning, management & reporting for Tavernier training program Compilation of following:

• Technical architecture document• SLA with vendor• Risk Assessment for security compliance

Project Basis ArchivingThis was a sub project of a larger completed project that was still left unfinished. In this project the archived documents were to be migrated to SAP in order to be viewed in SAP as per legislation for archived documents.

• Completion and sign off of Scope• Completion of Project Pla n• Compilation of Test Plan• Overseeing and Managing of UAT Testing• Compilation of training plan• Compilation of user manual• Compilation of project hand over report• Compilation of project sign off

Previous Experience

July ‘08 – October ‘08 with MTN SAProgram Manager Recruited to Project Management of the Distribution and Planning Work Stream, which is a Sub Project of the Branded Channel Project. MTN Branded Channel has recognized the need to employ GIS technology into current and future business practices. Business recognized that the Branded Channel network has to be enlarged and/or enriched and an appropriate geographical footprint needs to be ensured, hence the implementation of the GIS.


• A Business Case for the Sub Project/Work Stream – Completed & signed off.• A Detailed Project Scope – Completed & signed off• A Resource Plan – Completed & signed off• A high level project plan with tentative dates until all resources are • aboard• A business requirement specification documented with various • interactions with business i.e. interviews, workshops & work sessions, • surveys etc.• Completion of systems analysis • Data Scrubbing and data transforming• Validation of data• Compilation of a Technical Specification• Gathering all the micro and macro information pertaining to demographics as well as the

Branded Channel Strategy.

12

• Depositing this information in the Geographical Information System and analysis of all this information so that business can make an informed decision regarding the location of stores in alignment with the Strategy for the Branded Channel.

• Ensuring that resources from the different departments allocated to the project work well together without any issues

• Resolving all resource issues with the line manager• Close liaison with the outsourced geo marketing company regarding the updated data layers

required for the GIS • Completion of roles and responsibility matrix for the Project • Update of project schedule and management of the late deliverables • Managing the project schedule on EPM• Weekly project status report, decisions log, risk log and issues log• Management of risks on a weekly and urgency basis• Managing the stakeholder expectations for required changes requests.

Previous Experience

February ‘08 – June ‘08 with Lonmin Platinum MinesSenior Project Manager

Recruited to manage the Service Level Management Program. Provided a completed comprehensive IT Service Level Catalogue that both the business users as well as the VIP’s in the business signed off. My tasks entailed interviews and meetings with the various individuals to build relationships and credibility for the IT Department because this was sorely lacking in the business.


• Completing a high level Scope Statement• Project Charter• Communications Plan• Interviewing the Stakeholders and identifying and documenting their expectations and

requirements• Clearly identifying their areas of responsibilities and documenting these• Perusing through the current service level agreements and identifying the policies pertaining to

these service levels in terms of governance and ensuring that the process architect is documenting the process flow in Aris

• Identifying the IT Vendors involved, renegotiating the service level agreements and updating the Service Level Accordingly

• The Change Manager worked very closely with Radhika because she would be taking over the Management of the Service Level Catalogue. Managed mentorship and skills transfer to the Change Manager

• Working closely with the project team that were implementing COBITT and ITIL and ensuring that the processes were amended according to the governance and policies that were being rewritten by these two teams

• Completing the format of the Service Level Catalogue, obtaining overall approval and consensus and ensuring that the relevant resource uploaded this on the portal

• Travelling to the UK and Canada to meet with the Various Stakeholders to understand, identify and document their requirements and documenting these. Making recommendations to them, building relationships between the top management and the IT Department so that the credibility of the IT Department is built and reinstated

13

• Including new service levels after interviews with business users and top level management and including them in the SLA’s and ensuring that when negotiations with the various vendors and suppliers take place they accept the changes and are aware of them.

Previous Experience

October ‘07 – June ‘08 with MTN SASenior Project Manager

Recruited to project manage the Prepaid Churn Analysis together with the international Bain Team recruited to complete this analysis. While the Bain Team Completed the Prepaid Churn Analysis Radhika was required to complete the URS for the Prepaid Churn Analysis in order to have sustainability when the Bain Team leaves.


• High level Scope Statement• Project Charter• Communications Plan• Resource Plan• Detailed Deliverables list• Architectural Design• Technical Specification• Detailed Process Flow including process identification, process mapping and process

documentation• The BRS for the project• The Final Deliverable being the Documented URS • Completion of a high level scope statement in order to go ahead with the project• Liaison with the Value Stream Specialist to complete the resource plan and obtain resources.• Ensuring that the project team have a clear definition of the project and are able to deliver

accordingly• Ensuring that all resources on the project are aware of what their deliverables are by

completing a detailed deliverables list.• Running a scope workshop to complete the detailed deliverables list• Documenting the project charter and obtaining sign off• Ensuring that resources from the different departments allocated to the project work well

together without any friction and issues• Resolving all resource issues with the line manager• Close liaison with the Bain Team and integrating my project deliverables with their deliverables • Completion of roles and responsibility matrix for the Prepaid Churn Analysis• Update of project schedule and management of the late deliverables • Managing the project schedule on EPM• Weekly project status report, decisions log, risk log and issues log• Management of risks on a weekly and urgency basis• Managing the stakeholder expectations when they required changes done to the project.

14

Previous Experience

March ‘07 – September ‘07 with Microsoft SASenior Project Manager

1. Implementation of Share Point Server 2007 for Gauteng Provincial Government2. Infrastructure Redesign for Ekurhuleni Metropolitan Municipality3. Implementation of ILM for Standard Bank Limited


• Obtaining the signed Statements of Work as well as the Work Orders.• Discussing this with the relevant Engagement Managers.• Discussing the deliverables with the technical resources allocated to the project. • Setting up workshops to obtain the business requirements as well as the functional and

technical requirements, so that the technical resource documents this• Compiling the Project Schedules, the Communication Plans, Resource Plan, the Risk Register

which included the risk impact, probability and mitigation, the Issues Register, the Decisions Register, the weekly Project Status Report, the deliverables list for sign off by the various clients.

• Resource planning with client, facilitation of workshops i.e. scope definition and detailed deliverables workshops

• Setting up the weekly project meetings and compiling the minutes of these.• Setting up review sessions for all documents to be delivered to clients.• Obtaining sign off of all documents.• Compiling the test plan and the quality plan together with the technical resource. Obtaining

sign off of these• Compiling weekly financials, which include forecasting for the project. • Providing weekly timesheets to the client for sign off.• Obtaining sign off of timesheet to the client• Sitting with the client to complete a customer satisfaction questionnaire• Compilation of a Project Performance Report for Projects that are over a specific amount• Compiling a project close off report for both MS as well as the client.

Previous Experience

August ‘04 – May ‘06 with EskomSenior Project Manager

Security and DR Programme1. Oracle 9i Upgrade Project2. Security Upgrade Project3. Business Impact and Risk Analysis for Disaster Recovery4. Implementation of Test Factory (Testing Tools Project)

15


• Minutes of meetings, attending meetings, documenting of project charter, project deliverables.• Setting up of “scoping” sessions to define together with the team, the project scope and the

deliverables in relationship to the requirement from the sponsor.• Preparation of “scoping sessions” with the facilitator, clearly defining to the facilitator what the

objective of the workshop is and what we want to achieve out of the workshop or “scoping sessions”.

• Mapping deliverables to the project charter in line with the durations and timelines set on the project.

• Documenting what each resource’s tasks are and the timelines against the tasks.• Scheduling weekly meetings with the team and with various SME’s outside the team.• Setting up and participating in workshops regarding the forty applications that are on the

Oracle platform.• Running the weekly meetings in terms of obtaining feedback for measurement of the project. • Assisting the internal Eskom Program Manager and documenting the mandates required for all

of the above projects. • Relationship building with the client i.e. liaison with resources from the various departments

within Eskom, ensuring that they know what documentation needs to be complete by when with a task list.

• Compiling and submitting weekly project progress status report.• Assessing and compiling a risk register and the impact of risks and the measurement of risks

on each of the projects. Closely monitoring the actions against the risks so that the risks are being managed.

• Compiling the issues register and following up on risks and issues and ensuring that they are registered and resolved.

• Completing a monthly income and expenditure for the project against the budget provided• Close liaison and relationship building with clients of Eskom e.g. Oracle SA, Mercury SA,

Arivia, IBM, • Negotiation with clients to tie up the support contracts.• Consolidating reports for all 4 projects.• Completing income and expenditure for each of the projects separately and then completing a

consolidated version.• The Oracle 9i Upgrade, The Security Fixes and Upgrade Project as well as the BIRA for

Disaster Recovery has been successfully completed

Previous Experience

September ‘01 – May ‘03 AST Gijima – Seconded to Department of JusticeProgram Manager

Project Managing the NMC/ISC (Network Management Cente/Integrated Support Center) Project. The establishment of an Integrated Support Center. This is the first of its kind in South Africa


• Dissecting and closely perusing the Tender document and the Request for Tender and documenting the requirements of the client as well as the compliance by AST.

• Compiling of URS in conjunction with the client• Liaising with various Subject Matter Experts (SMEs) regarding the technicalities of the various

components or tools used in the Solution

16

• Compiling of a high level technical specification for the client as well as a detailed technical specification.

• Working closely with the Architect to design the solution for the project and documenting the design and system architecture

• Compiling a Project Management Plan • Documenting of the Project Scope of Work and the WBS• Updating project schedules on a weekly basis• Delivering a weekly project status report. • Setting up workshops for the various components and co-coordinating and facilitating

workshops• Documenting the processes belonging to the various components (Norvodigm Radia, MOM,

RIS, HP Openview/NNM)• Documenting and keeping a live Risk document• Documenting and updating a live Scope document• Compiling requirements for a development and production lab • Co-coordinating the delivery of hardware and software for the NMC• Compiling an integrated project schedule of the NMC project • Setting up and keeping weekly meetings with SME and various component owners• Documenting lessons learned• Liaising with SMEs and setting up the Proof of Concept laboratory for the testing of all the

NMC components• Compiling a schedule for the deployment of the stack that needs to be implemented into the

servers• Setting up review processes for all documentation prior to approval for the client• Completing SLAs & SDs in conjunction with the SMEs• Minting meetings and updating action logs for various meeting • Managing Process Register• Assisting in the creation of a tender requirements matrix• Taking delivery of severs for the NMC/ISC which amount to R11 million and taking

responsibility of this• Co-ordinating the preparation of servers prior to shipping them to the regions• Setting up and attending weekly meetings with SITA regarding infrastructure, due to the fact

that the Support Center

Previous Experience

•July ‘00– April ‘01 SARS – South African Revenue ServicesProgram Manager Implementation and Rollout of Project 3 billion

• Project R3 billion. The object of this project was to build capacity and infrastructure to collect an additional R3 billion and maintain pressure on public at large in order that the revenue in the coming years can be maintained. Placed as Project Manager from the IT Infrastructure Department. Was also Project Manager from the Implementation department on the Cape Port System, E-Filing and five other Customs and Excise projects?They are:

• Cargo Management Systems• Central Registration• Refunds for Customs and Excise• Integration with Inland Revenue• Accredited Client• Warehouse Inventory Management System• Export Capture and Processing

17


• Responsible for project management of the Implementation and Rollout of projects• Co-ordinating, facilitating and negotiating between all parties i.e.networks people, voice

services, Telkom people (telephone lines)• Facilitating, and running of workshops• Identify working methods and techniques that can be applied on the project and improve the

processes• Resolve project installation problems during the installation and assess alternative solutions• User liaison, derivation and set-up of User specification documents• Identify technical and functional issues and resolve them• Investigating, planning and setting up of the accommodation of the 206 auditors that will be

working out of the Woodmead office• Doing feasibility studies and Business Impact Analysis together with the Business Impact

Analyst• Sign off of completed sites e.g. With the site system administrator or responsible person• Verification of network specifications i.e. installation standards, procedures and policies• Supportive role during the installation to the installation team• Provide day to day progress reports• Manage problem / escalation procedures• Working towards meeting target date which is 9 April 2001 i.e. Project planning• Ensuring that Quality checks are regularly carried out• Managing and monitoring the budget so that we do not go over budget because the budget

was very strained• Compiling of a monthly Project Status Report for Exco• Handling of the refurbishment of the Audit Centre to the transportation and delivery of furniture

and the setting up of the furniture and equipment for the Audit Centre• Ensuring that the relevant networks and IT people completed the relevant configurations and

set up the PC’s according to the SARS standards• Ensuring that the relevant Quality Assurance people will be available for the final quality

assurance• Removing all obstacles and working 24 hrs a day if we have to, to meet the target date• Recruitment of project resources, screening experience details etc.• Regular reports to the Divisional Manager and feedback sessions with Senior Management• Setting up all testing facilities for all divisions within the Audit Centre• Liaising with vendors and contractors regarding delivery of equipment, products needed for the

completion and the running of the Audit Centre within target date• Setting up feedback sessions with outside contractors in order to pick up problems prior to

meeting them head on. Setting up contingency plans• Organizing and facilitating JAD sessions• Organizing workshops for an open communication to alleviate all communication problems Project Manager - Implementation of Outbound Call Centre with Predictive Dialer (December 2000 – February 2001)• The budget for this project should have been R7.8 million, (this is the statistic after research –

a normal call centre costs approximately R7.8 million to implement) the budget handed over was only R2.6 million.

• The time span given to complete this project was two months, starting 1st December 2000• In essence we were only given one month and one week because in December almost

everybody was on leave. The project was complete and has gone live very successfully- Co-ordination and facilitation between all parties i.e. networks people, voice services, Telkom people( telephone lines)

• Facilitating, and running of workshops• Working towards meeting target date which is 5 February 2001 i.e. Project planning• Ensuring that Quality checks are regularly carried out

18

• Managing and monitoring the budget so that we do not go over budget because the budget was very strained

• Compiling of a monthly Project Status Report for Exco• Handling of the refurbishment of the Call Centre to the• transportation and delivery of furniture and the setting the furniture and equipment for the Call

Centre• Ensuring that the relevant networks and IT people completed the relevant configurations and

set up the PC’s according to the SARS standards• Ensuring that the relevant Quality Assurance people will be available for the final quality

assurance• Removing all obstacles and working 24 hrs a day if we have to, to meet the target date• Recruitment of project staff, screening experience details• Regular reports to the divisional manager and feedback sessions with Senior Management• Setting up all testing facilities for all divisions within the call centre• Liaising with vendors and contractors regarding delivery of equipment and products needed

for the completion and the running of the Call Centre within target date• Setting up feedback sessions with outside contractors in order to pick up problems prior to

meeting them head on i.e. vendor management and vendor evaluation• Setting up contingency plans

• Organizing workshops for an open communication to alleviate all communication problems

Previous Experience

Mindport STBJanuary ‘99 – May ‘99Junior Project Manager


• Focusing on all non-technical aspects of the project• Expediting the project with a Durban company• Liaising at different stakeholder levels in the company• Liaising with Brian Dinneen, Program Manager who was based in Beijing, China• Following up with various manufacturers (Italtel, UEC)and customers and keeping abreast with

what was happening in the various offices• Providing support and driving the team in order to get the team to meet their deadlines and

deliverables• Keeping myself updated and informed in order to provide feedback to the different stakeholder

audiences• Feedback sessions with the various teams and understanding team dynamics • Managing and co-ordinating teleconferences between China and UEC at manageable hours• Liaising with the Chinese admin staff in order to meet certain deadlines and deliverables (there

were definite language difficulties)• Completing the project and tying up all loose ends that involved all the admin paper work

19

Resume_Radhika Bhairo-Venn_PMP_PgMP - 14122015

Documents

Transcript of Resume_Radhika Bhairo-Venn_PMP_PgMP - 14122015