Transcript
Page 1: Vikrant Vaidhya - Senior Manager

Vikrant VaidhyaMBA • (925)-408-2875 • [email protected]

IT EXECUTIVE (Senior Project/Program Manager)

PROFESSIONAL SUMMARY- Senior Manager at Accenture with overall 15+ years of extensive experience directing, planning, monitoring,

delivering and driving the on-time and with-in budget delivery of highly complex IT Supply Chain engagements.- Career highlights includes successfully leading high profile positions at top-notch consulting company Accenture

for the last 11 years, and delivering high visibility projects at Chevron, in a fast paced and continuously changing global environment with various technologies including SAP, Ariba & Integration with other ERP’s.

- Day-to-day reporting and managing upwards communications to the Senior Executives to take their inputs and drive the results to meet company’s long term and short term strategies and goals. Easy & confident to work and communicate with senior executives like CIOs, CTOs, and VPs etc.

- Continuously looking out for new ideas and strategies towards revenue growth, cost reduction, client satisfaction and driving business value for the organization. Specializes in working with distributed offshore-nearshore model to leverage costs. Experience in setting up and working successfully with upcoming new offshore centers in Manila, Monterrey, Buenos Aires along with established ones in India and Barcelona.

- Have successfully managed delivery of a multi-million dollar (~$75 Million), large-scale IT program (SAP roll-out for multiple geographies), by following best software development methodologies and onshore/offshore global team delivery model - managing over 125 FTEs in globally distributed environment in cross functional departments.

- Known for building bridges by acting as a liaison between technology team and leadership team to eliminate conflicts, improve understanding and cooperation, and drive overall project results.

- Demonstrated the strength in introducing and leading the adoption of project control, processes, standards and best practices across entire project life cycle that have enhanced the alignment of technology investments with business and regulatory requirements.

- Well versed with using various decision making and prioritization techniques like SWOT, Brainstorming, Fishbone, Pareto Principle, Value mapping etc. Using these methods conducted business/customer impact, solution alternatives and ROI and value proposition analysis and recommend the appropriate course of action.

- Extensive experience in managing all aspects of software development lifecycle (SDLC) from initial capture of requirements through planning, design, development, data conversion, testing, implementation and enhancements, cutover and deployment.

- Managed multiple simultaneous medium to large sized independent work tracks (6-7) including all aspects of program management like planning, estimation, cost, schedule, scope definition, status reporting, risks/issues mgmt., defects triaging and tracking, vendors mgmt., trainings, customer escalations, UAT etc.

- Equally proficient in ensuring compliance with PMO guidelines. Capable of writing/supporting project documents like Statement of Work (SOW), Negotiation, Project Plans, Risk Management Plan, Cost/Benefit Analysis, Business Impact and Customer Impact Documents etc.

- Excellent written/verbal presentation and listening skills, and the ability to present complex information in a clear and concise manner to a variety of audiences

- Self-Starter, Energetic, Result-oriented, and Flexible, able to adapt to the fast paced changing environments, Highly Organized, Fast Learner.

CORE COMPETENCIESProgram/Portfolio Governance & Management | Unconventional Offshore Delivery Management

| IT Project Management | SAP Large Scale Implementations | Supply Chain Management | Scope, Risk, Issue & Change Management | Software Delivery Life Cycle | Partner, Business & Client Relations

| Resource & Budget Planning | PMO Governance | Team Development & Leadership

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TOOLS HANDS-ONSAP Certified Consultant (2005) in SCM Planning Suite, Ariba, MS Office Suite - MS Word, Project, Excel, Power Point,

Visio, Remedy, HP-ALM Quality Center, Share Point Portal

PROFESSIONAL EXPERIENCE

Employer: Accenture Chevron Jan 2006 – till date

Project 1: SAP: Global Design Roll-in Project EuCan (2015) Budget: $75MM Oct 2013 - till date

Project EuCan: is a Chevron Downstream SAP Roll-In project for Europe & Canada geographies, budgeted at $75MM. Global footprint for Olympic Project in Europe and Canada regions across Lubricants, Fuels Supply, Base Oils, Aviation business units. SAP business processes covering: Order-to-Cash, Fuel Supply, Procure-to-Pay, Supply Chain, Finance, and Credit. Technical development of: 104 Interfaces, 32 Enhancements, 29 Reports and 142 Data Conversions

Responsibilities: - Engagement Delivery & Deployment Manager for the end to end delivery of highly complex SAP integration

components for the engagement including offshore teams (75 FTEs) from USA, Manila and India.- Participated in initial sales process. Prepare RPF, Business/Operation Value, ROI, and Market differentiating

highlights, sales presentation documents and present it to client to convert the potential opportunities into live engagements.

- Single point of escalations for client, creating issue resolution plans, creating easy to understand presentations for variety of audience, meetings, action items, preparing engagement performance scorecard for leadership review, customer satisfaction.

- Experience in driving supply chain process improvement and change management with a cross functional team.- Responsible for all but not limited to the strategic placement of cost centric team distribution and managing the

Build, Data, Test, Deployments & Training components of the engagement delivery.- Manage all aspect of the program like reporting and tracking performance metrics, revenue growth, planning,

providing organization in chaotic and unstructured environments, finances – invoicing, forecasting and cost metrics, timelines, define and prioritize scope of work, processes and capability improvement, resources, vendors, trainings and overall quality of the technical and non-technical deliverables.

- Collaborate and Partner with globally distributed, functional and non-functional teams to ensure acceleration and alignment of development, deployment and post production support-related activities.

- Lead the team by example - Served as a counselor and mentor; handled recruitment (hire and fire), training and performance management of team members.

Project 2: eProcurement: Ariba Upgrade Project (2013) Budget: $45MM Apr 2012 – Oct 2013

Ariba Upgrade: Chevron’s large scale IT integration project to implement eProcurement activities and systems across more than 44 thousand users with a Global footprint with a budget of $45MM. The objective was to upgrade to Ariba 9r1 – Chevron’s global Procurement system, fully integrated with multiple ERP instances (18 SAP & JDE instances):

- A major software upgrade from Ariba 8.2 to Ariba 9r1- Replacement of aging hardware and other technology to bring up to current Chevron IT standards - Renewing interfaces with ERPs – including JDE and SAP, and other systems that must interact with Ariba- Development includes Ariba customizations and extensions, reports, interfaces, utilities, etc. - Technology areas managed are Ariba, SAP, JDE, SAP-PI and Java.

Responsibilities:

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- Delivery Lead and Software Development Manager- Onsite Delivery Lead for the Accenture Development team and the co-lead of the Technical Project team. Role was to manage, schedule, supervise all software development and release for the project . He was responsible for managing more than 60K Man-hours of development effort.

- Key Role includes manage resources (Team members, Hw/Sw, Infrastructure etc), manage schedule/budget/quality and supervise overall effort regarding software development and on time release for the project.

- Overall responsible for managing globally distributed teams of 70 members. Action as a liaison between client, developers, SME, Architects, DQ, Vendors to make sure there are no gaps in communication and hence driving the successful results.

- Enforced Departmental policies and procedures. Helped creating technology road map based on organizations need. Involved in decisions making on technical and functional issues.

- Act as a Single point of escalation contact for clients, stakeholders and various cross functional departments.- Establish smooth communication and collaboration protocols to make sure there are no gaps with Testing,

Source Code Control, Data and other team leads to oversee synchronized development and unit testing efforts.

Project 3: SAP: Marine Lubricants 4Gen Replacement (2012) Budget: 10MM Dec 2010 – Apr 2012

Responsibilities: - Combined role of Information Technology Manager & Delivery Center Lead for the Technology Team in the

4Gen Replacement Project that went live successfully in Feb 2012. - Led a large global team of more than 50 resources, including SAP and Java technical skills with a combination of

US and Manila based resources- Successfully delivered large and complex end to end implementation of integrated solution for Customer web

front end connected with SAP using PI as middleware in a large landscape. The project landscape included complex integration architecture with SAP, Java, Oracle, PI as relevant technologies within.

- Managed Overall Architecture of the project, leading the solution for integration SAP with clients' web front end for Order Entry to Invoicing process.

- The overall effort managed for this project was close to 50K hours across the standard phases of the project implementation.

- Supervised and managed a set of diverse resources including Business Analysts, Technical Analysts, Programmers, client resources and Functional Analysts required to complete the overall project implementation. The project used a successful collaborative offshore model and ended up with in-time delivery with minimal defects post go-live.

Project 4: SAP SCM: US Lubricants Supply Chain (2010) Budget: 8MM Jul 2009 - May 2010

Responsibilities:- Project Lead (Technology) & Onsite Coordinator for US based SAP implementation for a Global Oil & Gas Major

within Downstream. Project objective was to implement three way integration of existing SAP SCM (APO) planning system with the existing SAP ECC (Master Data & Billing) and another non-SAP ERP system (OCS) which was the existing operational system for Sales & Distribution and Warehousing for the Downstream Lubricants business with the US geography.

- Responsible for shaping the technological strategies for the project during the Analyze and Design Phases of the project. Major part of the role is offshore coordination for delivering large & complex project work from Offshore in India Delivery Center.

- As a Manager, also responsible for leading a team of Application Developers throughout the creation of the Requirements Definition, Planning and Analysis phases of the project using onsite-offshore model from Global Delivery Network. Also responsible for work plan creation & management, work allocation and tracking.

Project 5: SAP: Implementation for Chemicals- Oronite Project ONE (2009) Jan 2007 – Jun 2009

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Oronite is the Chemicals Business of the Chevron Downstream Business. Project ONE was the large scale SAP implementation of SAP’s IS-Chemicals for a Multi location, big bang implementation project for SAP ECC 6.0, with Planning with APO - SCM 5.0 & integration for manufacturing with MII. It was a simultaneous deployment across 4 major regions across the globe – Asia Pac, Europe, Latin Americas and US.

Responsibilities:- Solution Delivery Manager & SCM Lead for Business Systems Readiness Team - Managed Functional & Business

Team of 45 resources for the SCM -APO Test & Deploy Phases with teams across global locations (India, Manila & Barcelona). Team in scope - Functional Resources (Accenture & non-Accenture), Onsite/offshore, Business Resources for training, Expert Testing and Deployment.

- Single handedly managed an entire offshore configuration team for APO DP, SNP, BW & PPDS modules from onsite.

- Successfully delivered Multi location, big bang implementation project for SAP ECC 6.0, APO - SCM 5.0 & xMII simultaneous deployment across 4 major regions across the globe.

Project 6: SAP APO Implementation for Chemicals Major Jan 2006 – Dec2006

Syngenta APO (Project Prognose)Syngenta Crop Protection AG is the world’s leading agro-chemicals company with a presence in 120 countries, it is in the middle of it's supply chain transformation program and has already implemented SAP APO in 50% of its' product lines in North America and Europe.Midway through the program Accenture was given the mandate to harmonize the existing solution into a Global Template consistent across the Syngenta global processes to be subsequently rolled out to all Syngenta regions by the first quarter of 2007

Responsibilities:- Involvement in Global Design (Global Harmonization of PP Processes ), Roll-out & Production Support to ensure

smooth go-live- Process Definition Documents for the detailed level of Production Processes including Heuristics Run, Exception

Based Alert Monitoring & Scheduling of Orders in Detailed Scheduling Planning Board.- Solution Design and Scenario preparation on the development system- Requirement Analysis and Blue Printing - Led the effort for initial setup of the project including Infrastructure, Seating, and Client connectivity, client

liaison for resolving connectivity related issues in a timely and efficient manner.- Project Lead for the Chemicals 'Center of Excellence' - CTI (Chemicals Template Implementation) which aims at

leveraging Accenture expertise in the Chemicals domain in terms of process design and technology enablement.

Employer: Accenture Ltd. – Mumbai, India Chelsea Nov 2004 – Dec 2005

Project Chelsea is the Supply Chain Management Transformation Project for one of the US based Client. This project rolled-out SAP R/3 on the basis of Europe instance and with new implementation of APO. From IDC point of view this project is unique as IDC involvement starts from requirements gathering till end of the project in the area of SAP R/3(FICO, SD) and APO - DP, PPDS & GATP. Responsibilities:

- Developing a Business case and Blueprint for the organization and mapping and configuring the Scenarios in SAP SCM 4.1 Demand Planning Module.

- Understanding the SAP R/3 architecture and the Integration points with the clients' various legacy systems like DMPlus as well as cross-modules with FI-CO, SD.

- Understanding the Business Processes of the client using OLQR- On-line Quick Reference for the Complex client solution landscape

- Providing assistance in resolving application maintenance related Incidents reported through Peregrine.

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- Interacting with Client for application management.- Lead APO Capability Initiative, which is part of the larger SAP-Capability family formulated with an objective of

Developing & Deploying Supply Chain Management Skills, collating and disseminating knowledge, contributing towards Accenture's SAP Capability development.

Employer: Marico – Mumbai, India Marico Apr 2002 – Jun 2002C&F A's Network Optimization in a post-VAT scenarioResponsibilities:

- Analyzed the Supply Chain of Marico and the possible impacts of the VAT on the distribution side- Analyzed 'As-Is' & 'To-be' scenario for Strategic Reorientation of the Distribution centers, to minimize the fiscal

incidence on Marico's Supply Chain in a post-VAT scenario.- Developed a Decision Facilitating Tool for the optimization of the C&FA network of Marico's Supply Chain using

MS Excel & Logware.- Fiscal incidences of various depots compared in the view of CST (for inter-state sales).

Employer: Honda Cars – New Delhi, India Honda Nov 2000 – May 2002

Responsibilities:- Production Planning & Control - setting of production targets for various models across locations.- Developing Process Sheets, Line balancing, Material Inventory Control, Parts List formation and implementation

for new models up to mass production- Quality Control and Assurance for Sub-section- Coordination between various functions; Materials, Vehicle Quality, PPC etc.- Quality and Productivity improvement by solving various Material & Quality issues.- Implementation of 'Super Market' JIT concept for Inventory Reduction and Model mismatch problems.

Employer: Tata Motors – Pune, India TATA Jul 1998 – Oct 2000

Responsibilities:- Team member - SAP R/3 Implementation project - PP module, actively participated in requirements gathering,

as-is, to-be analysis, and design activities of the Production Planning module which includes Repetitive Manufacturing for the final TCF assembly for the car plant.

- Power user SAP R/3 4.6 - Production Planning Module for the final assembly and the rectification subsections which includes enhancements in the Vehicle tracking functionality

- Material Logistics Planning and Implementation for Final Assembly and Engine Shop - Indica plant- Meeting daily production targets based on SQDCM parameters - Line In-charge for two sub-sections Trim I and Mechanical Line of TCF-Assembly Line at Indica Plant- Involvement in the Final Stages of Cab Design at ERC , using Euclid 3.0 - Implementation of JIT Material Supply for TCF (Trim I) line of Indica Plant - Member of 'Cost Reduction Team' for reducing manufacturing cost of Indica by Value Addition and Waste

reduction - 'Kaizen', group-member for improvements in Quality & Productivity at Weld Shop of Indica under Japanese

supervisor

EDUCATION- Post Graduate Diploma in Industrial Management (MBA), NITIE, Mumbai (Class of 2004)- Motilal Nehru Regional Engineering College (NIT, Allahabad), India, Bachelors in Mechanical Engineering (Class

of 1998)

WORK STATUSUS Green Card (since Feb-2014)

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