Sugumar Chandran, PMP
(479) 802-8250
Bentonville AR USA
sugumarc@hotmail.com
Professional Summary
§ 16 years of IT experience with leading IT consulting firm across Retail domains.
Out of which 8 years of IT project / portfolio / program management experience for
market leaders. Have managed Java/J2EE related projects over 7 years
§ Have successfully managed close to 20 highly visible projects ranging from $700K
to $7M USD
§ Demonstrated ability to communicate effectively with all levels of the organization.
Exceptional working knowledge in Clarity (includes Workbench) & Microsoft
Projects.
§ Well versed in executing projects in Waterfall and Agile methodologies
§ Certified Project Management Professional (PMP) from PMI
Specialties:
o IT and Process Consulting & New Business Development
o Metrics Based Performance Management
o Team Leadership& Outsourcing
AREAS OF EXPERTISE:
Ø Project methodologies:
o Waterfall
o Agile
Ø Project
tracking/reporting
Ø Stakeholder
Management
Ø Achievable development
plans and schedules
Ø Scope/requirements
definition
Ø Quality-assurance
strategy/process
Ø Internal and external
client/customer service
and support
Ø Estimation & scheduling
Ø Risk Management
Ø Cost Management
Ø Time Management
Ø Resource/talent
management
Program/Project Management Accomplishments
v Managing a Program that spans for close to two years with cost of 7 million USD
v Experienced in managing Ecommerce project to add additional feature to
Samsclub.com
v Experienced in managing a Program to rewrite the Warehouse management system
for a leading Brewers in the world
Ø Performance,
Change & Conflict
Management
Ø Problem solving
Ø Decision making
Ø Negotiation, and
persuading
Ø Cross-functional
team building and
leadership
Ø Coaching/mentoring
Sugumar Chandran
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Professional Experience
Infosys Limited, July 2004 – Present
Role
Client side Program
Manager
Project Manager
Program Manager
(Ecommerce)
Technical Project
Manager
Project Manager
Project Manager
Project Manager
Project Manager
CVS
Pharmacy,US
Sears, US
ToysR’US, US
JCPenney, US
Anheuser Bush
Client
# of
Projects
Walmart, US
Cost
(MUSD)
7
Team
Size
Customer Facing Experience (at client facility)
2
3
1
1
1
3
1
1.1
3
1
2
1.5
0.7
3.1
52
24
24
40
22
Working from offshore location (India)
3
Client
# of
Projects
Cost
40
Month & Year Methodology
Start
End
Oct’2011 Till now
Mar’2011
55 Apr’2010
Jul’2009
Oct’2011
Oct’2011
Dec’2009
May’2008 May’2009
May’2007 Apr’2008
10 Aug’2006 May’2007
Jul’2004 Aug’2006
NTT Data (formerly Keane/Caritor), November 1998 – July 2004
Role
(MUSD)
Project Manager
Staples, US
Technical Lead, Keppel Tatle Bank,
Singapore
Senior Developer, Washington Mutual
(Formerly Providian Financials)
Project Manager
Project Manager
Technical Lead
Staples, US
Staples, US
1
Honeywell, US
Senior Developer, Washington Mutual
(Formerly Providian Financials)
NA
International Education
Master of Computer Applications (MCA)
Client Facing Experience
1
0.8 K
NA
Jun’1999 Dec’1999
Working from offshore location (India)
1
0.8
0.8
12
12
Jan’2004
Nov’1998
Jul’2004
Feb’2003 May’2003
Jul’2002
Feb’2003
Jun’2000
Team
Size
12
Month & Year
Start
End
Jun’2003 Dec’2003
Jul’2000
Jun’2002
Waterfall
Waterfall
Waterfall
Waterfall
Agile
Waterfall
Waterfall
Waterfall
India
Certifications
· Project Management Professional (PMP) valid until Apr 2016
Sugumar Chandran
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Project Addendum
Sugumar Chandran
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Infosys Technologies, July 2004 – present
Migration Project, Walmart: October 2011 - present
Description: This program is to replace the custom built Equity system with
Bank of America Merrill Lynch Award Choice product.
Budget: The IT budget is close to 5 MUSD for all of the IT resources. This
includes the cost for the client’s IT resource, Infosys resource and another
Vendor who is playing QA role
Length: The Program spans for close to two years. I am managing the project
from the beginning
Team Size & Makeup: Total Team size of 52. This includes
v Client’s payroll associates playing BA Lead, Tech Lead & QA
Lead reports to me for this project
v Infosys Onshore and Offshore resources
v Another vendor who is owning the QA tower
My Role: Client side Program Manager owns the complete end-end
accountability from Walmart IT to their business team. This includes managing
the project Scope, Schedule, Cost, Quality & communication management
within and to both business & IT leaders
Challenges:
v This project has very high visibility from business side senior
leaders. Senior Director from business side is directly involved
in this initiative and she has to provide update to President of
Walmart
v This project deals with employees stock and hence the accuracy
and timely information is high important
v Has lot of internal and external interfaces, which affects
employees payroll
v Managing multiple director’s expectation from different
business group. I need to fulfill Senior Director from Equity
Team, Senior Director from Payroll & a Director from Finance
group
v With so many unknowns and moving parts, I have managed the
Project Change Request process religiously and clients business
team were very appreciative of the same
v Managed team from different organizations in different
geographic locations. Technical team is from Infosys, QA is
from another vendor partner, having client associate as part of
the team & working with Bank of America Merrill Lynch’s
technical team. Also, he interacted with IT team from different
countries implementing the same functionalities.
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Responsibilities:
v Involved starting from floating RFP, Initiation, defining Project
charter, Finalizing Requirements phase, etc.,
v Single point of contacts for all stakeholders includes clients IT
leadership (Senior Manager & Director), business team (Senior
Manager & Senior Director), leaders from Vendor partners
(Wipro & Bank of America Merrill Lynch IT Department).
v Provides status updates to all Senior leaders within the client’s
organization about the project’s progress in terms of cost,
schedule & effort
v On a weekly basis, I provide updates to Senior Director from
business side and worked closed with IT Senior Managers on the
cost and scheduling part
v Managing schedule, effort and Cost in Clarity to have better
visibility at all levels within client’s organization
Value Add:
v Learned Walmart custom project process and made sure my
program meets all the compliance. This project was ranked #1
in customer’s process review from compliance perspective.
There were around 25 projects in our portfolio and my project
scored #1 among other Managers includes managers with
Walmart for long
v With 0 scope creep from business team by implementing the
proper Change Management process
v Executed within budgeted cost and client’s agreeable schedule.
v So for 0 escalations from Business leaders to IT. Walmart IT
executed lot of other projects for the same Senior Director from
business side and did not go that smooth
Sugumar Chandran
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Enhancement Project, Walmart: March 2011 – October 2011
Description: This program is to add more functionality to their customer built
application
Budget: The IT budget is close to 1.1 MUSD for all of the IT resources. This
includes the cost for the client’s IT resource, Infosys resource and Walmart
other director Vendor
Length: The Program spans for close to 8 months.
Team Size & Makeup: Total Team size of 22. This includes
v Client’s payroll associates playing Tech Lead
v Infosys Onshore and Offshore resources
v Walmart’s direct vendor Played QA Lead at onsite
My Role: Client side Project Manager owns the complete end-end
accountability from Walmart IT to their business team. This includes managing
the project Scope, Schedule, Cost, Quality & communication management
within and to both business & IT leaders
Challenges:
v I was asked to take over from another Senior Manager from
Infosys whom client was not happy. This put is in really hot seat
v Started to work with a IT Senior manager whose tolerance level
was very low
v The application that we were working on was fragile and with
outdated architecture.
v Had couple of schedule slippages because of high number of
defects during QA testing
Responsibilities:
v Single point of contacts for all stakeholders includes clients IT
leadership (Senior Manager & Director) & business team
(Manager & Senior Manager
v Provides status updates to all Senior leaders within the client’s
organization about the project’s progress in terms of cost,
schedule & effort
v On a weekly basis, I provide updates to Senior Manager from
business side and worked closed with IT Senior Managers on the
cost and scheduling part
v Managing schedule, effort and Cost in Clarity to have better
visibility at all levels within client’s organization
Sugumar Chandran
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Value Add:
v Quickly learned the client’s project management process and
made sure the project is adhering to those
v Build confidence on my work at IT senior leaders, because of
which he asked me to manage the next big and critical program
v Completed the project with slight cost and schedule variance
v Managed escalations well and made sure the team’s productivity
is not impacted because of the same
Enhancement to Samsclub.com, Walmart/Samsclub: April 2010 – March 2011
Description: This program is to add additional features to samsclub.com
Budget: The IT budget is close to 3 MUSD for all of the IT resources. This
includes the cost for Infosys Technical Team
Length: The Program spans for close to 1 year
Team Size & Makeup: Total Team size of 55. This includes
v Infosys Onshore and Offshore resources from ATG, OMS, ESB,
custom Java/J2EE Team & BI team
My Role: Program Manager owns the complete end-end accountability from
Infosys front to their Walmart IT. This includes managing the project Scope,
Schedule, Cost, Quality & communication management within and to both
business & IT leaders
Challenges:
v I took over from a another Senior Manager who quit Infosys
v New to the client place and hence need to work on to build
confidence at client leadership level
v New to Ecommerce area and hence had lot of learning
experience in terms of technology, business, how different track
works
v Implemented this project with on-time deployment from
customer front
v Completed the project within budgeted cost
Responsibilities:
v Single point of contacts from Infosys to Walmart leadership
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v Provides status updates to all Walmart IT leaders and business
leaders (includes Directors & Managers)
v On a weekly basis, I provided the status of the program in the
area council, it includes Director and VP from both business and
IT
v Managing schedule, effort and Cost in Clarity to have better
visibility at all levels within client’s organization
v Managing Stakeholders in terms of communicating the
issues/risks & Status
v Managing Vendor contracts
Value Add:
v Quickly learned the client’s business process
v Build confidence on my work at IT senior leaders
v Completed the project within budgeted cost and schedule
v Managed escalations well and made sure the team’s productivity
is not impacted because of the same
Technical Project Manager (July 2009 – Dec 2009). I was positioned as a Technical
Project Manager to take care of Technical activities and Project Management activities
for a leading Pharmacy client. My responsibilities includes
-
Estimation, Planning
- Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design the high level application and worked with client’s architect
- Worked with other teams to make sure the dependencies are laid out clearly
Project Manager (May 2008 – May 2009). I was positioned as a onsite Project
Manager to manage Social eCommerce Project for Sears. This project was executed in
Agile methodologies. My responsibilities includes
-
Estimation, Planning for that module
- Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design the high level application and worked with client’s architect
- Plan and execute the release plan with all development and QA team
Sugumar Chandran
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Project Manager (May 2007 – Apr 2008). I was positioned as a Project Manager to
take care of managing project to migrate from VB to Java/J2EE technology. My
responsibilities includes
- Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design Review and Code review
Project Manager (August 2006 – May 2007). I was positioned as a Project Manager to
take care of managing one of their module in Order Management System. My
responsibilities includes
- Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design Review and Code review
Project Manager (July 2004 – August 2006). I was positioned as an offshore Project
Manager to manage their Warehouse Management System related projects to one of the
leading Beer Manufacturer and Distributors in the world. My responsibilities includes
- Scheduling & Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design Review, Code review & Tested the key components
Keane (Formerly Caritor Inc), Nov 1998 – July 2004
Project Manager (February 2003 – July 2004). I was positioned as an onsite Project
Manager to manage projects to print Signs for one of the retailer in America. My
responsibilities includes
- Scheduling & Tracking
- Monitoring & controlling the schedule
- Managing Stakeholders in terms of communicating the issues/risks & Status
- Design Review, Code review & Tested the key components
Software Engineer to Technical Lead (November 1998 – February 2003): Started as a
Developer worked on projects for Providian Financials in North America, worked on
Credit Card related processing related applications
Sugumar Chandran
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