SAP Project Manager on Contract

• Created proposal, staffing plans for SAP HCM and FICO projects
• Created proposals for Onshore and Offshore implementations
• Setup up testing protocols such auto-data validation(pre and post ETL) and business validation

SAP Technical Project Manager (Contract) at a Class 1 railroad

• Part of the PMO group I managed several complex ERP HCM, FICO, Sourcing, MDM, EAM & BW projects using SAP ASAP, SAP activate, Waterfall and Agile methodologies. Task includes Vendor selection, Solman Project update, Project Planning, Capacity and Demand management, Variance reporting, Time management, RAID items management, Blueprint sessions, Cutover plan for Business and Technical domains, Development objects estimation (tool driven), OCM, SharePoint O365 content management, Testing plan creation, Team cadence calls, Project Trend analysis, Leadership updates and “Seek to Understand” sessions with the Business Partners.
• S/4 Hana Upgrade Project: Around $8mn initiate (with a strategic objective of Technical currency) to migrate ECC EPH8 to S/4 Hana (1809) on-premise platform using SAP Activate methodology. The upgrade included Hana 2.0 upgrade, CVI implementation, MDM, BW upgrade, DVM upgrade and more. Concurrently Ariba and Fieldglass were also implemented. The tasks under my purview were PMO governance, Status meetings, Budget tracking, Leadership and Business partner status updates. Led the Cutover plan finalization with the Technical and Business teams for seamless transition and retain the business continuity.
• SAP Ariba implementation: Three components of Ariba - Supplier lifecycle and Performance, Risk and Commerce Automation (CA) are being implemented using Agile approach. It was a 13-week project which included data cleansing, configuration, OCM, GRC and testing phases. The CA component is slated to go live in July 2020. The benefit was that it enhanced supplier, buyers and user experience by bringing in a digital transformation to the supply chain process and allowed the business to focus on relevant activities rather than admin processes.
• SAP Fieldglass implementation: This project is being implementation using Agile approach to handle the Service procurement and External workforce management of the enterprise.
• EAM-EOTD project: This was a $2mn initiative to bring in End-of-Train devices into SAP as an asset class and repair and shipping processes. A major SI performed the designing and implementation of the solution. Tasks under my purview using ASAP approach were project plan creation, PMO governance, daily meetings, track RAID items, budget tracking, leadership and business partner status updates. The benefits of this project were Standardization of the asset class using MDM, Fiori app to track, repair and ship the device (print labels from the app), integration with sensor feeds to show real-time device location data and integration with other service providers.
• EAM-CARS (linear asset) Project: Over $8mn initiative to transform the CAR business processes such as Inspect, Repair, Move, Invoice and more. I managed the Vendor selection process, Vendor on boarding, Design thinking sessions, Blueprinting workshops, Resource management, Project governance, RAID’s governance, Development objects estimation, Trend reports and more. SAP MDM, Asset management, Abap/PI/Fiori development for processes, API’s for Mobility development were some of the technologies used.
• EAM-Engineering (Linear assets Bridges and Structures) Project: This project’s objective was to capture and validate the company’s Bridge and Structure records and initiate federally mandated inspections on a mobile device. The project comprises of SAP EAM functionality, MDM (cleansing of the legacy data), IBM Content manager for bridge photos and Inspection Mobility platform with offline sync. I created Staffing plan, Project plan, RAID governance process. I collaborated with the QAC and AMS teams for testing and KT processes. I also drove the creation of the Mobility authentication with SAP framework sessions.

Fleet Management Pilot Project: This was a pilot initiative to implement a SAAS fleet management s/w in two markets. The vendor would manage the company’s fleet of vehicles, resources who drive them, Claims and other related business processes. I managed Blueprinting workshops, created a detailed project plan and other project governance activities. After the business evaluated the pilot for 2 months they decided to revert back to the previous provider.

• T-companies Transition Project: The parent company acquired an Intermodal and S/W sales company utilizing its own Informix legacy system with modules such as Intermodal, Software and Service sales. Project was initiated to integrate the backend systems with SAP to reduce redundancy. I managed a complex SAP Transition project of six company codes into SAP of modules such as HCM, P2P, R2R(AP, AR, Tax, Treasury, Capital & Corp a/c), MDM (to standardize the legacy Informix FI, P2P and MM data), Security (GRC/SOD) & BW (decide on the ECC extractor type, replicate in BW, store data in Star schema, create multi-providers and create BeX report). The project duration was for 6 months with over 20 onshore & offshore resources. The internal cost of the project was around $5mn. Project tasks included managing Business blueprinting sessions, Data conversion, Interfaces, Weekly Cadences, Leadership updates, Cutover planning for Business and technical tasks, OCM tasks such as Communication & Training. We went successfully live at the end of 2016.
• SAP EHP8 Upgrade Project: This project was part of the Technical currency initiative and also strategically aligned with moving the company onto a Simple Finance and Logistics systems in future. I managed the upgrade of modules such as HCM, P2P, R2R, BW, BOBJ, EAM, MDM, EHSM & Security (GRC/SOD). The project consisted of over 80 resources both onshore & offshore with tasks consisting of Hardware upgrade, SAP premium support, Test cases development, Time management, Capacity and Demand planning, Co-ordination with the Business partners, Cutover plan. Five test cycles (Unit, String, Integration, UAT, DR) were executed to resolve any defects tied to SAP transactions, Security & Hardware issues. Also managed test cases development workshops and ESS/MSS blueprinting workshops. The cost of the project was around $8mn.
• TRACS project: The objective of this Consortium project was to manage the transition from Mainframe of Time to Gross payroll, Bid/Bump, Gross to Net payroll, Bulletin process and other Union workforce functionalities into SAP. I managed the Vendor selection process, Vendor scorecard, Vendor interviews and conducting Vendor orals. I built in O365 SharePoint portal content repositories for Risks, KDD, Issues, Action items and Parking lot items. Workflow was also enabled to track item lifecycle.

SAP Technical Project Manager (Contract) at Sage s/w

• I managed a $2M payroll software provider acquisition integration project. The tasks included Issues and Risks tracking and remediation, Time management, Resource Demand and Capacity planning. I managed critical dependencies between 3 components of the integration – Infrastructure, SAP HCM, SAP FI & Security.
• I managed a total of 4 projects – Infrastructure, SAP HCM, SAP FI (OTC, P2P and Eloqua implementation) and Security (GRC/SOD)
• I managed Networking, AD integration, Email migration to O365, Telepresence and XP remediation.
• I managed progress of 20 team members, including lead planning, requirement gathering, estimates, milestones/q-gates, SAP Release mgmt., UAT and Cutover planning.
• Vendor management: I worked with the Vendor on Purchase of Telepresence and Networking gears
• Lead and Opportunities - Eloqua: Planned the implementation of Eloqua s/w with QuickBase CRM
• Provided variance reporting, Metrics, Risks and Action items tracking, Project plan updates in PWA
• Change management: I worked with the CM team to trigger communications and training activities pertaining to Operational and Organizational changes.

SAP Technical Project Manager at Halliburton

SAP-Vendavo Technical Architect: Developed Conversion and Validation strategy for Vendavo Pricing Project leading the business and on and offshore teams, including pre and post-load validation process. I helped developed pre-load and post-load validation tools using VBA macros, 24 load files (11 US area files, 10 CN area files, 2 Country files and 1 base file) generation VBA macros.

• Lead Chemical Company Acquisition Integration: of SAP modules such as OTC, SCM, MFG, P2P and FA. Tasks included creating Project plans, Variance reports, Conversion tracker, Metrics and Load summary and sharing it with PMO and leadership.
• Architect Chemical Company Integration: I managed the integration of an acquisition into parent company by leading the ETL (Oracle EBS to SAP) process for FI and OTC (Customer Master-Sold-tos, Payers, Bill-tos, Sales agreements, Treater truck calendars, MM, FSCM-CR mgmt. and Collections, Business Partners) modules. MDM was used to standardized the chemical material records integration into SAP per the EPA guidelines. Managed technical and functional tasks to meet the 4 test cycles schedule.
• Mergers and Acquisitions: I managed offshore programmers and onshore testers in the migration of Contract Approval System to SQL and SharePoint, as well as the business rules and Org charts to SAP BPM. Process included 4 mock cycles, 140K attachments.
• Financial Supply Change Management: I managed migration from Oracle to ECC 6.0 records pertaining to Collection Profile, Dispute mgmt, Credit mgmt, including the co-ordination of file creation, interface development, testing and 4 mock cycles. Utilized HPQC for defect resolution after each mock cycle, keeping the project on-time and under budget.
• Click-Schedule Conversion: I managed the Canadian migration of equipment and crew data into Click s/w from SAP. Designed data flow from SAP to Click Schedule Web Service via PI. Facilitated post go-live utilization report to decrease licensing fees.