My Resume

Anupam Sharma

Sr. Project Manager / Delivery Lead

Oracle Tier 1 Certified PM

LinkedIn profile. 

Mobile: 0405 991 736                                                                                                                                         Email :

Professional Profile

Hands-on Delivery Lead / Sr. Project Manager within the IT Professional Services space with extensive managerial experience of managing team sizes of up-to 30 consultants. More than 15 years of extensive Project Management, client engagement, account management and consulting experience in IT.

Have a range of experience setting up, managing, implementing and working on projects across almost all industry verticals – Health, Financial Services, Insurance, Airlines, Maintenance, Automotive, FMCG, Government to name a few. I am a qualified Engineer with over 21 years of varied experience. I have worked for over 15 years in Oracle Corporation and am an Oracle certified Tier 1 Project Manager. I am able to lead clients through complex multifunctional, multiphase spanning years, international initiatives with budgets in access of $10Mil.   

I have –   

  • Provided recommendations for clients regarding the design, architecture and deployment of applications;
  • Influenced client direction based on continuous Improvement initiatives;
  • Managed multiple client studies and Implementation Planning exercises;
  • Managed over 15 Complete End-to-End Life Cycle Projects;
  • developed and maintained overall Program/project approach including setting up of PMO and work plan;
  • Managed project goals and objectives, overall scope, cost, and worked within tight timelines;
  • Managed project financials, revenue, expenses, cost and Margin including reporting;
  • Lead large scale application build, test and deploy activities (managed both “on” and “offshore” teams);
  • Performed issue and risk analysis and planned mitigating strategies with the client;
  • Setup project direction and oversee day-to-day operations for the team;
  • Business Process development / Re-Engineering;
  • Strong Stakeholder management skills, cultivated client relationships and drove revenue acquisition;
  • Demonstrated Leadership Skills;
  • Managed Business Transition and Cutover Planning;
  • Led Client teams through Change Management;
  • Broad knowledge of Project Management processes, procedures, templates and various methodologies including PMBOK;
  • Contract Management and business development skills;

Other responsibilities include hiring and managing project resources, reporting overall project status to CxO’s, risks and issues reporting
to senior management, training planning and execution, Service Monitoring, prepare consulting proposals in response to RFP’s and manage large bids as a Bid manager to generate more business / revenue.

Some of the benefits realized by Clients through the projects have been reduction of manufacturing cycle time by at least 15%, information retrieval time reduction by over 50% by better knowledge management and effective data analysis, better visibility to business intelligence by enhanced KPI monitoring, faster month end closing, more inventory turns, shorter customer response times, leading business processes and earlier ROI benefits.

I have managed medium to large multi site implementation projects with teams of up to 30 direct reports and collective budgets of up to 25 million. Have effectively used the “art and science” of Project / Program Management and Business Analysis Skills to successfully deliver projects on target and within budget. More than 20 ERP implementations handled, majority being full life cycle implementations, amongst CRM, technology Upgrades, SDLC projects using latest web technologies and a few product implementations. I have handled multiple projects at one time with different schedules and resourcing levels. I am currently involved in helping the client setup their Service monitoring and setup of a Help desk along with managing the BAU Support functions as a Service Delivery Manager.


Mar 2011                       Oracle Tier 1 Certified Project Manager

Aug 1986 – Aug 1990      Distinction in Bachelor of Engineering (Production Engineering)

June 2003 – 2008           Member of Project Management Institute (PMI)

CAREER HISTORY – 1.   Independent Project Manager (Contracts) – Current

Date:                           Oct 8th 2012 – Current

Position:                      Sr. Project Manager

Description:                 Undertaken various Project Management engagements as an independent contractor and currently managing projects of size $ 2-5 Mil.

CAREER HISTORY – 2.   Mxi Technologies – Australia – Current

Date:                            15th Aug 2011 to Oct 5th 2012

Position:                       Delivery Lead / Sr. Project Manager

IT Environment:             Maintenix Mx v7.1 / 7.2 on Oracle 11g.

Description:                 Market and technology leader in providing integrated and intelligent Aircraft Maintenance softwareMaintenix®. The Maintenix software suite enables repeatable process automation and streamlined efficiencies that are un-achievable in dated legacy systems and disconnected point solutions.

Responsibilities:         My main responsibilities are to implement Maintenix® and manage client expectations to achieve a successfully delivery. Currently reporting to the Project Director (Canada Based), and working with a team of over 10 onsite and
30 offsite consultants.

I am the Single Point of Contact (SPOC) between the Client and other Mxi Departments, (including Support and Development).

I am responsible for acquiring new and extension of current business and having current projects contractually covered. I was responsible for drafting and negotiating contracts for new work on the project. I have been managing two projects onsite at Qantas, one of them now Live besides managing the application in Production (BAU).

Being the only individual managing the Australia Practice, I had the dual responsibility to manage and grow the practice along with managing the delivery of the active projects. I have setup processes and procedures for the Australia practice to enable hiring and have put plans in place to grow the practice in the future to increase local presence. I was responsible for the departmental forecast, budget and margins, management of expenses and monthly revenue reporting amongst other HR and people management responsibilities.

CAREER HISTORY – 3.ora_logo   Oracle Corporation – Australia

Date:                           21st Nov 2005 to 15th August 2011 (5+ Years)

Position:                      Project Manager (Certified Tier 1)

IT Environment:       All Oracle products on most Hardware Platforms. HP / SUN / LINUX / IBM / Windows. Most recently used Oracle e-Business Suite R12, R11 and R11i.

Responsibilities:         I was part of Oracle Consulting Services. My responsibilities were to manage and successfully deliver Projects as a Project manager at client sites. Reporting in to the Practice Director / PMO and working with a team of over 80 Consultants.

·        Responsible for successful delivery of projects / Assignments.

·        Tier 1 Certified Project Manager and can manage Projects / Programs over $10Mil.

·        Managing Project Tracking, delivery, risks, Issues and resources.

·        Manage Forecasting and Budgeting processes for the project.  

·        Single point of contact between Client / Oracle Support / Oracle development. 

·    Preparation of test and implementation strategies, develop comprehensive test plans and carry out System Testing / SIT and user acceptance testing (UAT).

·        Lead Business Transformation and Business process Re-engineering activities

·        I also supported the Oracle Pre-sales / Consulting team in the sales cycle, making proposals, estimations, preparing quotations and training of the project teams and end-users.

·        Experience in various methodologies – PMBOK, Oracle OUM, AIM, Peoplesoft, Method 1, PJM, PWM, Microsoft Project. Familiar with ITIL processes and Prince2.

ora_logoCAREER HISTORY – 4.    Oracle Corporation – India

Date:                            8th Jan 1996 to 4th Mar 2005 – (9+ years)

Position:                       Project Manager / Principal Consultant

IT Environment:           All Oracle Products on most Hardware Platforms. HP / Sun / IBM / Windows. Experience with Oracle e-Business Suite R11 and 11i, though have experience since Release 9.

Responsibilities:            I was part of the consulting services division. Responsibilities were to manage Projects as a Project manager and to Implement Oracle Applications / Solutions at the client sites as a Business Analyst / Team Lead. Reporting in to the Practice Director and working with a team of 35 resources.

·Was responsible for successful delivery of projects / Assignments.

·Managing Project Budgets, delivery and resources.

·Had responsibility to set team and individual objectives, develop and motivate team members and conduct performance reviews.

·Was single point of contact between Client / Oracle Support / Oracle development.

·Conducting Business Analysis with a pro-active and analytical approach, documenting process flows, critically analyzing the current processes and preparing the future business process (“as-is” and “to-be”) of the company with a view to improve overall business efficiencies and achieve better ROI.

·Preparation of implementation, test, transition and cutover strategies, develop comprehensive test plans and carry out ST, SIT and user acceptance testing.

·I have also supported the Oracle Pre-sales / Consulting team in the sales cycle, making proposals, presentations, estimations, preparing quotations and training of the project teams and end-users.

·Have participated in various preliminary client studies (Implementation Planning Studies – IPS) to better understand the business requirements and recommend suitable solutions using Oracle Applications / Technology and third party software.

·Have successfully completed 7 Complete Life Cycle implementations.

·Experience in various implementation methodologies. Oracle AIM (Application Implementation Methodology) / PMBOK and MS Project. Familiar with Prince2.

Gillette_Logo_BlueCAREER HISTORY – 5.    Gillette

Date:                            May 1992 to Jan 1996 – (3.5 years)

Position:                       Executive

Description:                 The portfolio of global brands includes world leaders in male and female grooming, a category that includes blades, razors and dry and wet shaving preparations, and hair epilation devices.

Responsibilities:              Was responsible for razor blade manufacturing with emphasis on shop-floor management and co-ordination for effective implementation of PPC and man-machine controls.

Reporting in to the Plant Manager and handling a workforce of 45 and 7 supervisors. Major focus area was design and development activities based on yearly objectives, which included Cost Reductions, Development Projects, Process Up gradations, meeting Production and Quality Targets, Reduction of Waste, Restoration of Plant and Machinery, Absorption of new technology, Inventory and Spares Management and Import Substitutions. Experience in Molding of plastic components on Windsor and DEMAG machines.

Achievements:               Set up an ancillary unit for manufacturing the “Gillette disposable razor system”. Implemented a computerized “Production Reporting System” for the complete factory.

CAREER HISTORY – 6.    Shriram Pistons and Rings Limited.

Period:                         Oct 1990 to May 1992 – (2 Years)

Position:                       Graduate Engineer Trainee

Description:                   Part of the Shriram Group, the product portfolio comprised of cylinder liners, cylinders, piston rings, crankshafts, connecting rods, cylinder heads, two/three wheeler blocks, suspension parts and water pumps.

Responsibilities:              I was section in-charge and prime duties were to ensure good quality / quantity production and troubleshooting / de-bottlenecking of major operations. Work experience in standardization of processes / methods at the shop floor to bring them at par with Japanese collaborators to increase productive time. Reporting in to the Plant Manager Involved in Inspection, setting up, commissioning and certification of new machines.

Achievements:               Implemented the SMED (Single Minute Exchange of Die) system and reduced setup time from 110 minutes to 8 minutes on a pilot critical machine and process.


Specific Details and achievements on projects worked are listed below:

Qantas Engineering Aug11 – Oct12 – 1 yr 2 months   

Qantas Project Marlin.

Projects: Project Marlin – Phase 2, BAU Premium Support.

Position:            Sr. Project manager (Delivery Leader) and Service Delivery Manager.

Team Size:        10 (at peak 15 + over 30 Offsite resources).

Qantas Engineering (QE) and Maintenance offer a competitive, cost conscious, comprehensive range of Engineering, Maintenance, Inventory, Training and Support Services for Airbus A380, Boeing B747, B767 and B737 Aircraft, Engines and Components.

Project:             Implementation of Best of Breed MRO Software, Maintenix® to address the needs of the QE businesses functions, including: Engineering, Aircraft Airworthiness, Supply Chain, Line and Heavy Maintenance, Finance and Support. The related Production Planning & Control (PP&C) project addresses the Maintenance, Repair & Overhaul (MRO) functions.

Currently there are a number of projects running:

1.Provision of Premium Support for the Phase 1 project – Airbus A380 Aircraft that are in Production.

2.Phase 1 – Release 2. Migrating all balance of the Airbus and Boeing fleet aircraft into production.

3.Phase 2 – Integration to Materials and Finance – (On Hold).

I was responsible for managing the Premium Support offering as a SDM and also the Phase 2. This Support offering is to provide onsite product support (for both core and custom software) under a SLA and providing additional Value add services for product stabilisation to the BAU team and will go on for the next 18 months. I also managed the design phase for the Phase 2 project, which has now been delayed. The design has been completed and signed off and will kick off into build when the project restarts. Responsible for Project delivery, financial tracking, forecasting, budgeting, margin and resource management.

Achievements:   Setting up local presence here in Australia including hiring of consultants

                        Managing a local consulting practice of over 12 consultants and PM’s

Successfully managed the design phase for Phase 2.

Managed Service Delivery as part of Premium Support to provide augmented support to Qantas.

Responsible for managing the Custom Application development and the Integration team (there are more than 30 Custom
objects / programs in the solution)

Signed up additional business for the team onsite and provided contractual coverage for all current projects.


Health Support_logo_cmykNSW Department of Health Aug08 – Aug11 – 3 years.

Implementation of Oracle HR / Payroll and setup the Shared Services Model.

Position:            Project manager (HR/Payroll). – Team Size: 25, at peak 70.

Description:       The NSW public health system includes 250 hospitals servicing over 1.3 million in-patients annually and employs around 90,000 staff. As part of a major restructure of the NSW Health system, the government has committed to implementing a new shared services model across the NSW public health system. The NSW Health shared services model is based on establishing a new business called Health Support Services which is responsible for delivering shared corporate and business services across the public health system.

Project: The Corporate Systems Program comprises of the following projects:

1.Human Resource Information Management System (HRIS)

2.Financial Management Information System (FMIS)

3.e-Procurement System

4.Asset Management System

5.Patient Billing System

6.Corporate Systems Enterprise Architecture

The HRIS Project included the state based build and implementation of an integrated Information System that encompasses payroll and HR, recruitment, rostering and time attendance, education and training, workforce management, OH&S and risk

The proposed solution replaces the current 29 fragmented and dated systems.  


·Responsible for managing the Functional and Technology teams in delivering the highly complex solution and put into place new infrastructure. 

·Responsible for project plans creation, tracking and monitoring project to completion.

·Responsible for managing impact and change to project due to Business Transformation

·Responsible for Managing the CEMLI (Custom) and Applications technology Teams including interface development

·Responsible for managing testing activities (ST / SIT / UAT / Parallel Run).

·Project Resources and Contractor management

·Project Forecasting, Budgeting and Financials reporting

·Project Issue and Risk management

·Project Variation Requests and business development


·Successfully managed an average 25 strong Functional and Technical team to deliver this large and highly complex project on time. Multiple rollouts are still in progress.

·Managed 8 Streams of work in the technology team and 7 streams in the functional area.

·Responsible for managing the Custom Application development team – both “onshore and offshore”-(there are more than 300 objects / programs that are customized in the solution)

·Successfully completed Testing, UAT and parallel run and project put into production with first pilot site and subsequent Go live site.


westpac/Westpac –Nov07 – Jul08 – 9 Months

Implementation of Oracle Advanced Benefits (OAB) on Oracle eBusiness R11i.

Position:           Project manager– (Team Size: 6)

Description:       Westpac began trading in 1817 with a single office and now has branches and affiliates throughout ANZ and the Pacific region, with over 27,000 employees. Westpac is ranked in the top 10 listed companies by market capitalisation on the Australian Stock Exchange Limited (ASX).


The implementation of Oracle Advanced Benefits, formed part of Westpac’s strategy to streamline and optimise the People and Performance business function. This project was a big challenge as it interfaces with multiple third party systems including Super, Salary Sacrifice and Insurance providers. It replaced the current functionality delivered by the legacy application. The project was delivered using both Partner and Oracle resources.


·Responsible for project plans creation, tracking and monitoring project to completion.

·Responsible for managing testing as it involved a lot of third party interaction.

·Responsible for managing Contractor, Partner and local resources.

·Financials tracking and reporting to Budget.

·Project Issue and Risk management.

·Managing Client and third party relationships.

Achievements:   Project successfully implemented coming much under budget and within the plan. This project has been one of the only few successful projects at the bank and is now being leveraged for subsequent work.


Origin EnergyDec07 – Feb08 – 3 Months

Upgrade of existing Oracle 11.5.10 applications to Oracle R12. (Technical Upgrade).

Position:           Project manager – (Team Size: 4)

Description:       Origin Energy is a major energy company involved in gas and oil exploration and production, energy retailing and power generation. Today Origin provides gas and electricity to more than 3 million homes and businesses across Australia, New Zealand and the Pacific.

Project:             The objective of the project was to upgrade Origin’s business applications to the latest release of Oracle Applications to form a stable basis of multiple projects to be undertaken on the new release version in the coming months. 


·Responsible for the Technology Upgrade project from R11 to R12.

·Project Manager Responsibilities including – project plans creation, tracking to budget, monitoring project to completion.

·Project Financials reporting

·Ensuring that adequate Testing has been performed and coordinated testing across locations as client project resources were located at various locations across Australia

·Project Issue and Risk management

·Offshore coordination as installation was done using remote delivery

Achievements:   Successfully upgraded the instance from R11 to R12. Paved the way for the subsequent project to implement additional functionality in R12.


oracle_demantra_logoResMed     Dec07 – Feb 08– 3 Months

Implementation of Oracle Demantra – Demand Management.

Position:           Project manager (Team Size: 3)

Description:       ResMed is a leading developer, manufacturer and marketer of products for the screening, treatment and long-term management of sleep-disordered breathing (SDB) and other respiratory disorders. ResMed operates in over 65 countries via 16 direct offices and a network of distributors with extensive knowledge and experience of local markets.


The objective of the project was to assist ResMed in implementing a subset of a new Demand Forecasting system using Oracle Demantra.


·Responsible for successful monitoring and deliver of the project to completion.

·Project Financials reporting

·Project Issue and Risk management

Achievements:   Successfully delivered the project and cleared the way for future expansion and implementation of additional modules and functionality.


QBE/QBE Insurance – Sydney – Jun07 – Dec07 – 6 Months

Implementation of Stellent / Oracle – Universal Content Management (UCM)

Position:           Project manager (Team Size: 5)

Description:       QBE Insurance Group is Australia’s largest international general insurance & reinsurance group. Operates in over 44 countries and has more than 10,000 staff worldwide.

Project:             Implementation of Stellent / Oracle – Universal Content Management (UCM) and managing additional custom development projects. 

The various projects related to implementing Stellent / Oracle Content Management UCM, and ability to scan all documents and metadata content generated during claim resolution process and making them available electronically, Conversion of documents to various formats and viewing them across locations. The resulting solution provides QBE with a ongoing centralized platform and system for rollout to all other locations.

·Responsible for establishing Oracle Processes on site as Stellent was bought over by Oracle and needed a big change to the way the project is run and managed and accounted for.

·Financial tracking and reconcillation

·Project plans creation for all the 6 active projects, monitoring and tracking the project to completion.

·New Projects setup and consolidation.

·Project Issue and Risk management

·Change Management

·Responsible for managing all Custom Development

·Responsible for providing Technical and Functional assistance during the upgrade.  

Achievements:   Successfully implemented the processes and setup reporting channel for single point accountability for all projects. Client has appreciated the efforts as they had no visibility across all projects and needed the strict discipline of project management for all projects.


eq_white_logo_transparentQantas Airways Limited – Sydney May06 – May07 – 1 Year

Replatform and Migration. Upgrade of Oracle Applications eBusiness Suite from 11.5.9 to 11.5.10.

Position:           Project manager. (Team Size: 28)

Description:       Qantas is widely regarded as the world’s leading long distance airline and one of the strongest brands in Australia. Qantas also operate subsidiary businesses including other airlines, and businesses in specialist markets such as Qantas Holidays and Qantas Flight Catering. 

Project:             Replatform and Migration – RPM Project. The upgrade included the upgrade of 10gAS and associated custom applications to enable interfacing of data from Oracle to other legacy applications. The old and new operating systems were not binary compatible therefore a complete reinstallation of the Oracle eBusiness Suite was required in addition to the migration of the database from 32bit to 64bit. The approach to meet Qantas requirements required a series of activities to occur across environments, including the existing Linux and the new AIX infrastructure. The resulting solution provides Qantas with a solid platform for Production AIX and an environment for ongoing implementation of the eQ Finance Program.

The objective of the Replatform and Migration project was to provide little change to the existing business functionality except where the application is being upgraded.    


·Responsible for project plans creation, feeding information into Project PMO, Daily and weekly tracking and monitoring.

·Project Forecasting and Financials reporting

·Project Issue and Risk management

·Project Cutover and Transition Management

·Problem and defect resolution

·Change Management

·Responsible for managing all Custom Development including managing Offsite resources to enable on time deliver using an offshore delivery model.

·Responsible for providing Technical and Functional assistance during the upgrade.  

Achievements:   Successfully implemented the solution and managed the project in a very tough and trying environment. Client has appreciated the efforts that the Project Management and Functional and Technical teams had put into the project to make it a success and has singled out he team and Oracle on many occasions among various vendors on the project.


TransGridTransGrid – Sydney Nov05 – May06 – 7 months

Upgrade of Oracle Applications from 11.5.5 to the 11i.

Upgrade Operating System from HP to AIX.

Position:           Project manager – (Team Size: 4)

Description:       TransGrid owns and operates the high voltage electricity transmission network throughout New South Wales. Electricity is generated at power stations operated by Macquarie Generation, Delta Electricity and Eraring Energy. It is then transmitted by TransGrid through a 12,000km network of high voltage (up to 500kV) transmission lines and 82 substations or switching stations. The electricity is finally delivered to homes, factories and businesses by retail distributors such as Integral Energy, Energy Australia and Country Energy. TransGrid operates the overall network using state of the art control and monitoring equipment to ensure the highest level of availability and reliability of high voltage electricity for our customers


·TransGrid was also upgrading 6 other systems in parallel and this increased the overall risk and also complicated the overall cutover strategy.

·Responsible for the Oracle project including the upgrades. Project plans creation and updation and feeding into the master plan, monitoring project to completion.

·Responsible for co ordination between the multiple upgrade teams and client business resources.

·Project Financials reporting, Project issue and risk management

·Responsible for providing Technical and Functional assistance during the upgrade.  

Achievements:   Only a long weekend shutdown for cutover was planned for all the upgrades. Successfully delivered the project within time and budget.


Agilent Technologies – Japan (Industrial Electronics Company)May03 – Oct03.

Global Rollout – Complete Oracle e-Business Suite

Position:            Site Lead (PM) / Procure to Pay Lead – (Team Size – 18)

Environment:     Complete Oracle e-Business Suite (Financials, Manufacturing, CRM, Business Intelligence,
Warehouse Management, iProcurement, Data warehousing and Legacy interfaces).

Documented and reviewed the Purchasing processes and was responsible for getting the final acceptance of the local solution from the business and coordinating the testing in the units in relation to the Global plan and reporting test results to the COE on a weekly basis along with escalating any issues related to testing. Implemented ERP and CRM across two business units of Agilent Technologies and moved them to a single Global instance. The total implementation was done in 5 months for both the sites in Japan. Rolled out iProcurement as part of the Global initiative to use a common Purchasing environment. No customizations. Generated separate Site plans and schedules and married them to the master plan. Was site coordinator for the instance release management for six testing instances.

Achievements:   Was part of the Centre of Excellence team and devised unique change management training methodologies for end users as there were language and local time zone issues using a global instance. Two sites needed to be managed simultaneously and considering there were language issues and difference of business processes the project was a success.
Project was delivered on time and within the Global window.          


Escorts Ltd. (Tractors Manufacturer – Automotive) Mar02 – May03

Oracle 11i Financials, Manufacturing, warehouse management, Business Intelligence,
Data Warehouse and CRM Implementation.

Implemented ERP across all the business units thus streamlining the supply chain.

Position:           Lead Business Analyst / Project manager – (Team Size – 10).  

Responsibilities: Responsible for documenting the business requirements for implementing Purchasing and Manufacturing Modules coupled with Business Intelligence and CRM. Acted as SPOC between the client departments and the Information systems IT department. Prepared business procedures and was responsible for delivering the business case developed earlier by Accenture during the BPR done just prior to implementing Oracle. Assisted in baselining the Sales and Operations Planning (S&OP) Process. Integrated i2 with Oracle utilizing Open interfaces and API’s. Audited Warehouse management proceses with the WMS team lead, including Interfaces and Conversions. Managed data conversion activity as a separate sub project due to the large volume of data elements to be converted. Implemented a Purchasing and Manufacturing business Intelligence Data Warehouse.   

Achievements:   This project was of a high profile in nature because of the complexicities of the operations and the competition. (Most auto companies run SAP). This was one of most successful Oracle implementations, and ESCORTS is a reference customer. Involved in the project right from the pre proposal stage. Project was carried out in a very tight timeframe of 12 months with a saving of 4% on Budget. Some of the benefits the client achieved were reduction in month end closure time from 20 days to less than 5, increase in inventory accuracy, better MIS reporting, better order capture, better planning. Use of existing i2 investment and cost savings on inventory holding costs.


kelloggs_logoKELLOGG Australia PTY. Ltd., SydneyMar99 to Jan00 – 1 Year 4 months.

Oracle Financials and Oracle Process Manufacturing CPG.

Position:            Lead Manufacturing Consultant

Team Size         : 65+ active (Total 105) only 3 Oracle Resources

Implemented the Oracle CPG solution as part of the global initiative by Kellogg. Co-ordination between teams was a major task on this project. This successful implementation was followed by 2 roll outs of the solution to the South east countries – Malaysia and Thailand. This was the first plant in the Kellogg Company to go live on time and within budget with the complete CPG package. Implemented Oracle Process Manufacturing at the Sydney plant. Was Functional Lead for the manufacturing, shop floor planning and procurement streams. Did a complete business analysis and documented the current process and the future process. The complete solution was designed keeping a global structure in mind. The configuration was based on industry leading practices with a view to ease the global rollouts. Managed contractors and trained them in Oracle AIM methodology 

Achievements:   Working in a large project with more than 100 resources. The project was finished one and a half months before time on a 14 months duration. Reduction in month end closure time. Increase in inventory accuracy and reporting. Better MIS reporting, quicker to market, Accurate vendor replenishment schedules and planning and better business practices



Project No 14. EXL (Business Process Outsourcing Company) – Nov04 – Feb05

Implemented Oracle Purchasing as part of the Procure to Pay process.

Position:            Project manager / Lead Implementation Consultant

Team Size: 3 (Myself and 2 technical resources)

Responsible for project plans creation, monitoring project to completion, Project Financials reporting, Project issue and risk management. Conducted Business Workshops / sessions to prepare business procedures and design a solution addressing the business needs. Defined and setup a Support Help Desk and made it operational a month before go live. Prepared procedures, scope and reporting structure and maintained the functioning till a month post go live. Generating reports for senior management on open service requests and capability of the support personnel in handling calls / escalating issues.

Prepared training manuals and help conduct user training across two separate locations. Responsible for the complete review, mapping and functional application testing (User / Acceptance / Stress) of the solution including the instance release management across the enterprise. Designed the reporting and MIS requirements for the client with a view to better Business Intelligence. 

Achievements: Only a six hours shutdown for cutover was planned. The project was finished before time and made an additional 5% margin on the budget. Integrated purchasing with the financials and projects applications, Auto approval based on preset approval limits. Common
business processes across enterprise. Self service procurement and Reduced purchasing cost (by 45%)


Project No 13.             Exide Industries Limited (India’s Battery giant) – Jan04 – Sep04.

Implemented Oracle CRM with the front end being a custom web Oracle Portal using SDLC.

Position:                        Project manager / Lead Business Analyst / Solution Architect

Team Size                     10

Oracle eBusiness Suite Release 11i /CRM / Oracle Portal / Custom Development

Responsibilities: Responsible for project plans creation project delivery and reporting to management including financials reporting. Performed analysis of business requirements to design an easy to use CRM dealer management system which helped increase secondary sales in the replacement market and is now being used by 1400 dealers via the internet, a first in India. Also designed a knowledge management portal for the whole company for better information retrieval. This project was unique and had a high visibility across the industry as it interfaced to SAP ERP. The data is extracted from SAP and is viewed in CRM via the portal.

Project duties included facilitating meetings with all levels of the business community for requirements gathering, gap / fit analysis, scheduling and tracking, project development, design considerations, impact and risk analysis, and quality control of client acceptance testing. Solution was developed using Oracle Portal, HTML and J2EE. As this was a custom development project developed the user test scripts from scratch and coordinated the user testing for the pilot. Also coordinated the stress testing on the server. Was also instrumental in providing technical consultations on choosing the right hardware vendor to network and host the applications. Setup the help desk procedures and monitored the tech team for speedy resolution of the issues.
Setup procedures for Service Request / TAR management using metalink and escalation mechanism. Managed the 3 instances during the course of the implementation as part of release management.

Achievements: Significant reduction in IT costs, A single portal access for all users including the 1400 dealers. Faster and secure information access, 360 Degree View of Customer, Minimized redundant data, efficient and cost effective channel of communication with dealers. B2C site provides customers with a direct interaction channel. The project was finished on time with an additional 2% margin over budget.


Project No 12. Nicholas Piramal India Ltd., (India’s leading Pharmaceutical company) – Oct03 – Jun04 – 4 Months

CRM Sales Force Automation (SFA).

The implementation was the first of its kind in India where the sales force uses PDA’s (hand held devices) in the field to capture data and then upload using the mobile server (using Oracle Lite). 

Position: Project manager / Lead Business Analyst

Oracle eBusiness Suite Release 11i / CRM / Sales / Marketing/ Service / Custom components / Business Intelligence / iExpenses

Responsibilities: Documented the Business Case for this complex project. Responsible for the business process flows documentation (UML and Use Cases) and SDLC development, solution testing and gaining final acceptability from the business. The same solution is developed on the web portal using jsp’s (J2EE) and can be accessed via any internet kiosk or café. All information to the Medical Representative (MR) is available via a single login to the company Knowledge Portal. Developed a complete high level design for the Portal and led the development and implementation of the same. This project was a cutting edge technology project with a lot of technology firsts.
Implemented the whole solution on Oracle 9i RAC, PDA component was made using Microsoft .net, java (J2EE) and Oracle-Lite and deployed via the Oracle Portal. Implemented iExpenses and integrated it with the CRM solution to auto-generate the expense statements of the MR’s after each visit to the doctors. Generated project plans, monitored the project cost and resource utilization, Conducted and managed performance appraisals for the resources on the project. Solely responsible for project delivery and reporting to management including
financials reporting. Conducted a change management session for the MR’s explaining the project and its impact. Designed reporting requirements as part of Business Intelligence initiative.

Achievements: A very successful project and Nicholas is a reference customer. Currently about 2000 users access the system.
Managed the project team of 11 to complete project within time and budget.


Project No 9.   Cummins India Limited. (Automotive Company) – Jan01 – Mar02 – 1 yr 2 Months

Oracle Financials and Manufacturing Implementation

Team Size:        3 functional and 1 technical

Responsibilities: Considering 135,000 components and 2,100,000 bill structures, 40,000 Customers with 1300 active products this implementation was vast in it’s own right. Was responsible for defining the business process for the manufacturing, Engineering and Supply
chain areas. Coordinated the System and SIT testing from CRP to UAT1 and UAT2. Implemented Inventory, BOM, ENG, MRP, Purchasing, Quality, Work in Process. One of the challenges on site was to get the Bills correctly into the system and configure it based on business needs.

Interfaced 5 legacy systems to Oracle as the go live was phased due to the number of business units involved. As the implementation required a lot of restructuring of the manufacturing processes, I was responsible for and introduced change management in this otherwise old fashioned company. Maintained an active issue and risks log and developed test scripts. Assisted in developing end user training documentation. Decrease of month end closing time from 10 days to 3 days by utilizing better processes and information.

Achievements: Joined the project half way through when it was in a RED status and after undertaking the challenge, turned it around into a
GREEN project by managing clients expectations, getting additional change requests signed off and getting the teams re-organized. Even though I was not able to meet the margins on this project it has been a successful implementation and the client had a very positive feedback on the team and is a show case customer. 

Project No 7.   Forbes Marshall Ltd. – Upgrade of 11.0.3 to 11i (Engineering Industry) – Oct04 – Jan05 – 4 Months

Upgradeof the Oracle 11.0.3 instance to 11i.

First upgrade in India for Oracle ERP (Manufacturing and Financials) and CRM together. The project had a large volume  of legacy data conversion across Six business units. Managed the complete applications upgrade with the project being executed on site by a team of 6
contractors. Implemented iExpenses along with the Upgrade. Coordinated the testing of the application across the business units before go live. Responsible for project delivery and presenting status updates to CXO’s and Middle management.

Project No 6.   Nicholas Piramal India Ltd., Rollout. (Pharmaceutical Company) Jun04 – Sep04 – 4 Months

Custom Development Rollout

Team Size: 4 + 12 client team

Prepared training and rollout project plans to roll out the solution to 2000 users across the country. Managed the logistics of conducting classes, and held change management sessions for the users and helped in preparing the basic training guides. Conducted stress tests and was responsible for reporting results to management. Assisted the technical team in tuning of the instance

Project No 5.   KELLOGG South East Asia. (Malaysia and Thailand) (FMCG)- Jan00 to Mar00 – 3 Months

Rollout of Oracle Financials and Process Manufacturing Implementation – Part of CPG.

Led a team size of 15 as a Functional Lead for manufacturing, planning and purchasing streams and site co-ordinator. Documented and refined the future business process in alignment and concurrence with the global business requirements. Mapped the requirements and configured the application based on industry leading practices. Developed specifications for custom reporting and MIS. Provided training and post go live support.

Project No 4.   Kellogg India Ltd. – Aug98 – Feb99 – 7 Months

Oracle ERP (Financials and Manufacturing).

Managed a team of 3 consultants on this six Months project.

Implemented a global solution for consumer good products (CPG). Was Manufacturing Team Lead and conducted the business analysis with a view to maximizing returns by centralization of business functions through information flow. Main focus was to have accurate stock visibility throughout the supply chain, optimization of stocks including finished goods, distribution requirement planning & manufacturing planning. Assisted in analysis and documentation of 5 Interfaces along with API’s to interface with their legacy systems. Also designed and tested the interfaces. 

Project No 3.   National Panasonic India Limited. (Electronics Company)

Did two weeks post production support in Jan 2001 for the Financials and Manufacturing Implementation as a Support Analyst. Suggested various solution design changes to streamline operations and to optimize working besides problem solving post go live. Did adhoc training for users as required. Handled issues and resolved configuration issues after go live.

Project No 2.   GE Medical Systems, (Medical Systems) – Mar00 – Dec00. – 10 Months

Oracle Financials and Manufacturing Implementation

Project Manager and Manufacturing Functional Team lead with a 5 member team.

Responsibilities: Mapped business processes into oracle earlier documented by KPMG and moved all applications to a single Global Instance in the US. Documented the process flows and incorporated leading practices while preserving local statutory requirements. Implemented Inventory, Bill of Materials, Work-In-Process, Purchasing and MRP modules. Passed on the learning of this project to other project teams to help cut the rollout time by at-least one third. A one year long project was completed in 10 and half months. The project has been a success and the client has seen benefits just after 3 months of going online.

Project No 1.   Indian Aluminum Company Ltd. (Alcoa Group Company) – Apr96 – Jul98 – 2 Yrs and 2 Months

Oracle Financials and Process Manufacturing Implementation – GEMMS.

Team member and part of 4 member manufacturing Implementation team

Responsibilities: First implementation of GEMMS in the region and thus had a strategic importance in terms of business development. I was among the first two people in India to be trained in Oracle GEMMS. Implemented Manufacturing application modules. The solution was to reduce raw material inventories and manage fluctuating demand keeping uniform manufacturing load.

Achievements: Developed industry specific templates to ease the rollouts implementation. The Complete Production Module was re designed to suit the Business Process. Responsible for defining the Specifications for the design and tested the end product based on test scripts.


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