·          Streamlined efforts of a Cross functional team (CFT) comprising of R&D, Project Engineering, Finance, Operations, Construction & Warehouse team members (455 personnel) & ensured successful completion of business critical capacity ramp-up programs and engineering projects that improved segmental market share by 1.4 % in 3 years

·          Directed the collaborative efforts of engineering contractors, foreign consultants and other stakeholders to control project parameters like Scope, Cost, Time, Quality and Risk & ensured completion of 147 projects with an overall delivery rate of 96.12 % vs. a target of 75% despite accommodating several (189) change requests, and handled over 200 outsourced as well as 17 in-house resources to achieve the same.  Lean tools like Daily Stand-up meetings, Daily works management and visual control were used extensively to achieve results.

·          Set up and led a PMO team to facilitate execution of a key process transformation initiative at work-sites spread across 21 unique geographical locations, flagged down major risks and developed metrics to track business case goals. Work involved collaborating with team members to define scope, ascertain inter-dependencies in the program, facilitate schedule development discussions, manage resource draw-downs, identify key project risks, control work-flow & schedule, report performance, balance stakeholder needs and ensure delivery of outcome.

·          As a Integrated schedule owner, I conducted workshops to develop and analyze Cross Functional Team’s integrated schedule by rolling-up sub-schedules, verifying schedule logic and exposing bottlenecks, identifying interface issues, analyzing performance reports  and developing catch-up plans, etc.  I developed and deployed standards for Schedule development, Scope control & Schedule control and standardized Project meeting structures by using PDCA methodology to improve schedule quality by 8.33% and project review performance by 14.28%

·          Developed and documented planning considerations, project objectives and scope to incorporate details into schedule model as well as to develop organizational data-base and process assets. This initiative helped frame Integrated planning policies and reduced Schedule development time by 2.75% and also reduced schedule density by 16.6%

·          Controlled project and resource calendars and evaluated resource allocation to explore possibilities of re-alignment and improve resource utilization rates as well as our resource allocation model. These set of initiatives increased project delivery rates by 3%, reduced costs by 11.11% and helped fine-tune resource management policies as well as Project Control process maps.

·          Documented project data and analyzed project documents to find root causes for slippages as well as to improve performance with respect to baselines.  As a dashboard owner, I processed information from various records like action registers, risk registers, change registers, resource registers and value registers to develop Integrated Dashboards for Management review (Project Governance Reviews).

·          Directed a Skill Upgradation program aimed at competency enhancement of all 17 Engineers within my team and improved the unit’s competency level by 2 basis points in 19 months. Also, conducted Project Management workshops and imparted Project Scheduling training within the company.

·          Streamlined a complex supply chain with 253 vendors and ensured zero delays (Delivery delays, Quote- to-Cash delays) for 9 consecutive quarters.

·          Developed an Intranet environment based IT product to automate the Daily work management structure and deployed the same. This improved my team’s work efficiency by 10.21%

·          Developed Practice Guides on Project Scheduling, Complexity science, Organizational Project Management and other topics in association with PMI, USAand advised PMI on Corporate Social Media strategy

·          Revised Global Standards on Project Management in association with PMI, USA, (PMBOK) where I served as a Committee member of PMBOK Sixth Edition team. Task involved knowledge sharing with over 30 fellow practitioners located in 9 different time-zones & included establishment of governance structures towards making collaboration easy.

·          Working with Perma-culture practitioners spread across 4 time-zones to develop a Practice Guide for Soil Health Improvement and Sustainable Urban Farming, with special focus on “Smart farming” or GIS- enabled farming.

·          Served as a Subject Matter Expert reviewer of papers for a Global Congress of Project Management practitioners as well as for Practice Extensions of PMBOK (Project Management Body of Knowledge)

·          Ensured seamless workflow in 73 complex Civil engineering (Infrastructure) projects at 29 different locations spread across India & Bangladesh by providing Project Planning & Controls support to deploy effort equivalent to 79.02 million man-hours in a multi-ethnic environment by coordinating with 211 separate stakeholders.

·          Handled project planning, risk analysis, contract management & project controls for 57 Power projects (assigned portfolio) across India

Provided key inputs as a Subject Matter Expert in the development of an MS Excel environment based in-house designed & developed ERP system and coordinated for its implementation across 73 sites.

·          Improved PMO processes; automated report generation and developed metrics to help prioritize Projects in order to boost team’s work efficiency and trained 75 resources on various planning software tools like MS Projects, TiLOS and ASTA Power.

·          Standardized presentation templates and trained site planners on Earned Value Management, Project documentation, Forensic Scheduling & Contract management to minimize errors and improve output quality.

·          As Dashboard owner of the MIS cell, I designed & developed an automated process to update Organizational dashboard (Chief Operating Officer’s Dashboard) in real-time. This cut schedule reporting / presentation time by 43.2%  & improved data integrity to 97.09%

·          Improved decision quality by analyzing raw business data to predict and control variance in Project budgets totaling USD 2 billion

·          Collaborated with International consultants to plan, design and implement a “Shareholder and Outcome driven” Project Governance model across the company, following an analysis of the root causes for decreased value realization. Framed standards for Project, Program and Portfolio management and Steering committee reviews.

·          Provided overall monitoring of Standards and procedures and suggested revisions to ensure updated revisions meet portfolio demands.