PMO Lead

7/2016 – 12/2016

Program Planning and reporting for a multi million Euro Company wide Program with 100+ projects, at Boehringer Ingelheim in Germany.

• Program Planning and Execution activities (Project Factory)
• Budget vs Expense tracking
• Resource Management
• End to end management of Program Blueprint Creation
• Program level reporting for the Steering Committee and Board of Directors.
• Creating and maintaining program status dashboards for Program Management
• Role of an Enabler : Maintaining a Program wide communication including creating Internal Newsletters and ensuring completion of all open Action Items. Acting as SPOC for all Program level queries and required support..
• Supporting Program Management decision making process by providing information in structured format.

PMO (IT), Projektassistenz, Projektmanagement, Ablauf- / Terminmanagement, Projekt - Start-Up-Workshop, Projekt-Arbeitsvorbereitung, Projektmanagement - Risikomanagement, Stakeholder-Analyse, Projektfinanzierung, Projektkalkulation, Projektstrukturierung, Projektmanagement - Vertragsmanagement, Projektmanagement - Office, Projektsteuerung (Projektcontrolling), Projekt - Berichtswesen, Projektteambildung / -entwicklung, Change-Request-Management, Projektmanagement - Claimmanagement, Projekt-Qualitätssicherung, Mehrprojektmanagement, Projekt-Dokumentation, Projektmanagement - Vorstudien / Machbarkeitsstudien, Projektplanung / -vorbereitung, Projektmanagementberatung, Projektorganisation, Projektleitung / Teamleitung, Projektmanagement - Konzeption / Vorgehensmodell, Projektmanagement - Projektentwicklung, Projektmanagement - Selbstmanagement, Projektmanagement - Personalmanagement, Einführung Projektmanagement

1/2016 – 6/2016

 Administrated site on SharePoint including arranging folder structure, permissions program project documents, training materials and schedules.  Coordinate with the multiple training group/trainers for design, notification, tracking, and verification of required courses and their completion for all project resource training.  Conceptualized and implemented strategy for capturing Project and Program metrics and funneling that information to easy-to understand dashboards.  Enabled Executive Management to keep a pulse on project health, revenue expectations, and strategic analysis of projects.  Direct Management oversight for a team of 11 employees, 8 of which are direct reports  Manager in charge of continuous development and oversight of core PMO process that program development and launches which include: New program Development stage-gate process, Change Request/Management, Risk Management, Project Management planning, Free and Open Source Software tracking and compliance, Software Entitlement Management, Release Management of new and sustaining products  Developed strategy for capacity planning of PMO resources which measured strategic value as well as project size and complexity to determine best fit from a skill set and capacity vantage point  Established customer expectations of project scope, deliverables, procedures for project communications and dissemination of information for team members.

PMO (IT), Projektmanagement, Stakeholder-Analyse, Enterprise project management (EPM)

7/2012 – 12/2015

Project Revenue and Cost Monitoring:  Monthly Effort tracking- Revenue report.  Detailed analysis of account's revenue and margins.  Revenue Tracking on daily basis and taking actions to ensure account revenue target for the quarter is achieved.  Tracking Billing of WONs and ensuring no billing is stuck during month end due to any issues.  Cost Analysis.  Adjusting Unutilized Cost Budget in WONs.  Payment mapping and ensuring AR closure of invoices in time.  Follow up with concerned project team for delay in receiving payments for billing done.  Monitoring Client Approvals & internal TCS approvals from finance, IOU head & legal Project Resource Monitoring:  Percentage Resource Utilization  Managing allocation and de allocation of resources.  Tracking Future Releases every quarter to ensure correct Volume Growth is projected to Senior Management.  Analyzing impact of allocations on revenue realization.  Managing Open Requirements in the account. Project Resource Allocation and Billing System  Internal Resource allocation,  Headcount and billing projections.  Networking with various stakeholders and gathering data for adhoc queries.  Analyzing the data, identifying the gaps, recommending suggestions for filing the gaps and monitoring the same.

Projektmanagement (IT), PMO (IT)