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Rani Madnani  

Madnani_Rani@yahoo.com

201-526-9876

           

Areas of Expertise

Project Management

• 15 total years in the IT industry and 11 years of experience as a IT project management professional.  
• Proven ability to apply the project management discipline (PMO) to projects to meet business objectives.  Use project charters, firms vision, and client needs to develop a comprehensive project roadmap.  Under the project framework nine bodies of knowledge are applied: Integration Management, Scope Management, Time Management, Waterfall Management, Cost Management, Quality Management, Human Resources, Communications Management, Risk Management, and Procurement Management. 
• Projects managed include merger integrations, data consolidations, database optimization, infrastructure, and software development.  Software development life cycle (SDLC) and Agile techniques such are SCRUM are used.
• Experience in SharePoint and Clarity.

Testing and Software Development

• Over five years of “hands-on” application development and database design/ performance tuning experience allows me to work with developers to ensure business requirements are followed and targets are met.
• From consultation to delivery of product, Software Development Life Cycle (SDLC) was employed to ensure accurate delivery of customer requirements.
• Worked closely with software development groups within T&O to meet project goals.  This includes: Conceptualization; requirements; specification of software requirements; software design; programming; integration and testing; implementation, and maintenance.

Business and Relationship Management

• Over ten years of relationship management experience in the financial industry, service industry and retail industry with a record of managing projects and people on any level from team leaders to executives. 
• Serve typically as a “dotted line” manager for 20-30 project resources.  Partnering with sponsors at the VP and SVP level necessitates the need for strong communication, creation of a wining culture in teams, and proficiency in making good decisions in stressful situations.  
• Working with people from diverse backgrounds has developed my ability to resolve issues with team members from different functional groups within an organization.  Finally, my relationship management skills are applied externally to a wide range of vendors and government agencies, like the Federal Reserve Bank.

SEI/CMM

• Involved in achieving Level 5 certification for over four years of experience in this disciplined, SDLC documented and systematic approach and methodology for eliminating defects in any process from manufacturing to transactional and from product to service.
• Measured the current state and understand what are the metrics and how will project/process progress be measured.
• Analyzed the current process and determine if the process is as good as it can be.
• Improved efficiency by creating the Work Breakdown and specific activities that are necessary meet the project's goals.

Professional Experience:

Federal Reserve Bank of New York                                                                                                August 2011 - Present

Lead Project Manager – Security Master Project Manager

The Federal Reserve Bank of New York is one of the 12 Federal Reserve Banks of the United States. The New York Fed implements monetary policy supervises and regulates financial institutions and helps maintain the nation's payment systems. It is by far the largest (by assets), most active (by volume) and most influential of the 12 regional Federal Reserve Banks.

• Lead Project Manager for the Security Master project within the Markets Group.
• Responsible for full life cycle development of security master application, from RFP and Proof of Concept Phases, ensuring the business requirements are met to software development planning and oversight, quality assurance and production deployment.
• Experience directly managing a team of 19+ people, both within the team and in a matrix management environment in different time zones
• Establish and/or continuously improve upon PMO or Bank’s PM, standards, procedures and guidelines.
• Managing Vendor Relationships during the RFP, PoC and Implementation Phases.
• Report directly to the Markets officer and one-level away from the Chief data officer of the Bank

First Data Corporation, Melville NY                                                                                  September 2009 – March 2011

Senior Project Manager (PMO) – Statement Redesign of Lloyds/HBOS UK, French and Latin American Merchant Banking Statements.

First Data is a leading provider of electronic commerce and electronic payment processing services to financial institutions, governments and merchants in more than 50 markets around the world.  

• Implemented Cash Advance Functionality to Merchants.
• Implemented Client facing and reporting of Statement Redesign of Bank Merchant Statements.
• Overall Project Manager (PMO) responsible for driving the entire project; manage multiple teams across organization including business and technical entities, legal and compliance.
• Responsible for the planning and execution, reviewing and fully understanding all project and business requirements
• Liaison between multiple teams such as Business, Marketing, Systems and external vendors.
• Directing staff as well as coordinating across functions internally and externally to ensure on-time, on-budget, and in-spec delivery to accomplish tasks.
• Use Clarity tool for financial management, create/maintain project plans and project management.
• Work with various vendors to ensure timelines are met for statement generation and print production.
• Working with outsourcing teams for application development and testing.
• Responsible for Project Governance with budget reporting, create power point presentations for senior level reporting.
• Utilize tools such as SharePoint, PowerPoint, Visio, SharePoint, MS Project and the entire MS Office.

UBS Financial Services, Weehawken, NJ                                                                                  August 2006 – May 2009

Senior Project Manager – Wealth Management Puerto Rico Trading Systems                          May 2008 – April 2009

GNMA Pricing Redesign project is a midsized, redesigned application from the legacy under Puerto Rico Trading Systems to price the Puerto Rico based GNMA individual units on a weekly basis.  This ensures that UBS Statements have most recently and accurate prices using the pricing formulas for the client held securities for per coupon and a given pool. These accurate prices enable the Financial Advisors to detect the correct lending power to their clients based on their held positions. 

• Executed Project Management Office (PMO) methodologies and Waterfall Management techniques including the use of tools, processes and procedures.
• Strong verbal and written communication skills, self starter, organized and worked independently with minimal guidance across all the business and IT units within UBS throughout the SDLC.
• Driven the entire project from budgeting to analysis all the way through implementation and post implementation.
• Managed cross functional and divisional teams within UBS like onsite, offshore development teams, QA, architecture, data modeling teams, vendors and all teams impacted due to this application.
• Receive and review bids from various vendors, conduct contractual negotiations and manage the RFP approval process with the vendors to provide EXCEED tool for server connectivity.
• Interface, effectively communicate and manage multiple partners within UBS concerning the pricing system like the PR key stake holders head of operations in PR, Managing Director, the PR business users, sponsors, Information Services Division (ISD) for external feeds, ITI, and with various levels within each organization.
• Work on estimates with the Budget and Control office and receive approval for the next year in the RAC (Resource Authorization and Control) process.
• Experienced for creating the overall PR project budget, cost estimates; extract actual work time for employees and contractors using PRS (Project Reporting System), comparing actual v/s forecast and controlling overall project costs. Ensured the project is delivered within prescribed timeframe/budget.
• Develop and baseline project plans, project and program management of firm wide client reporting initiatives within the Global Wealth Management and Business Banking organization.
• Evaluated the required tools like for improving performance and process improvement during the SDLC like using low cost servers with high productivity.
• Ensure all the stakeholders, project sponsors and steering and working committees receive regular and appropriate communications on project status.
• Monitored project progress based on the plans on the observed performance.
• Identify issues and risks and manage them to complete resolution.
• Executed Change Management Process was implemented during the entire project lifecycle. 
• Created Communication plans to ensure all development, architectural, vendor. QA and development teams are well informed regarding the project status.
• Managed IT programmers, DBAs, SAs and all the Upstream and Downstream application interfaced partners based on the baseline project plan.
• Design and Create process management documents using flowcharts via VISIO.
• Design Test plans and to ensure unit, interface, system and ensure overall application testing is conducted accurately with the desired test results.
• Maintain and manage project status on Report Card to report to senior and executive management. Created PowerPoint presentations status reports on a weekly basis for senior management
• Archive and maintain project repository including project status like action items, issue logs, risks, weekly dashboards and communication logs.
• Lead PMO weekly status meeting with the team members and internal/external teams to track status and keep all of them informed about the issues.
• Coach, train, guide and mentor all staff to transfer knowledge regarding the project and all PMI approved methodologies like project planning and execution, risk management, issue resolution and change management.
• Ensured project tracking via Dash board and Reporting based on the project objectives within the prescribed timeframe and budget.
• Track, report and close all documented risks, production issues and action items for every phase within the project.
• Manage the overall project plan implementation using PLANVIEW to ensure all project components and implementation tasks have been accounted and executed in the Project Run Book.

           

Senior Project Manager (PMO)   Wealth Management – Client Reporting                                  Aug 2006 – May 2008

IT Program and Project Management for firm wide client reporting initiatives within Wealth Management. SDLC, SCRUM & UBS’ Application Development Process (ADP) methodology is used in this fast-paced multi-project environment.  Work with business and technology executive directors to frame strategic goals to enable Financial Advisors to retain and grow their client base.  Work with business and technology executive directors to frame strategic goals to enable Financial Advisors to retain and grow their client base.  Development is focused on redesign the look and feel of Statements, portfolio performance reports, and performance calculation engines to improve the client’s experience. 

Work with development teams to execute against quarterly software releases targeted to Ultra-High Net Worth Clients.  This multi-year project includes: Performance History Data Conversions, Asset Class expansions, integration of new data feeds (i.e. Bloomberg) and developing enhanced reports.  Reports provide enhanced analytics for Risk Metrics (Standard Deviation), Fixed Income, Variable Rate Securities, and Dollar Weighted returns. 

• Responsible for process, project, program and waterfall management of firm wide client reporting initiatives within the Global Wealth Management and Business Banking organization. Solid Application development cycle knowledge (SDLC, SCRUM & UBS’ Application Development Process (ADP) methodology is used in this fast-paced multi-project environment).
• For over ten medium-scale tactical initiatives, manage day-to-day aspects of execution with focus on driving deliverables to completion, and issue/risk mitigation. Oversee implementation by tracking and managing multiple project teams in various tracks (Business, Technology, Infrastructure, QA, etc.) consisting of Senior Managers, Product Subject Matter Experts, and IT architects/developers.  Report to senior business and IT managers on project progress and health.
• Management of two large-scale strategic initiatives focused on the re-design of statements and performance reports and user interface to improve the financial advisor and client experience:
• Managed and executed various sessions with senior business and senior IT executive committees to ensure successful project initiation.  Worked with   business and technology executive directors to frame strategic goals to enable retention and growth of client base (high-level scoping and project objectives established). 
• As part of the planning phase, accountable for project governance, execution of best practices and balance tactical and strategic planning.  Direct the creation of project management plans using Microsoft Project, schedule/budget/resource estimates, risk analysis, mitigation/contingency planning creation of communication plans, manage track and close issues. Set project baselines, determine methods for measurement, tracking, and analyzing.  Report to senior business and IT managers on a weekly basis on project progress and health utilizing “stoplight” reports.
• Utilizes methodology and process such as UBS’ PMG (Project Management Guidelines), ADP (Application Development Process), and iterative/v-process models to manage and direct project phase execution. 
• Setting of individual career and project goals in the entire SDLC.
• Lead, mentor and coach the PMO team for all SDLC and PMI processes.
• Oversaw and Manages teams for all phases using the waterfall approach like system feasibility, system planning, outline and detail design, coding, integration, implementation and finally post implementation.
• Worked with onsite and offshore teams to ensure all deliverables were met and coordinated as per the timelines.
• Tracked, reported to stakeholder’s project status and mentoring progress on the updated performance.
• Tracked, created PowerPoint presentations and reported status on a weekly basis for senior management using the BRAG process (BLUE, RED, and AMBER, GREEN) using PLANVIEW.
• Responsible for timely delivery of various project documents/reports to the firm wide “checkpoint” committee to facilitate engagement of up-stream/down-stream partners and project “go/no-go” decisions.
• Critical role in vendor management for purchasing and evaluating tool such as Exstream’s DIALOGUE for redesign the entire UBS statement.
• Managed team of resources to conduct a gap-analysis of the vendor responses entering the blueprinting phase and the documented and functional and technical requirements. Reviewed RFP’s and conducted final analysis on the vendors’ best and final offer and supported reference checks and initial bidder negotiations.
• Conducted large-scale vendor discovery and analysis sessions (included evaluation of RFP responses, vendor deep-dives, vendor scoring and ranking).  Vendors were evaluated for their performance calculation, account management (data repository), report generation, and user interface capabilities.
• Oversaw/Managed all upstream/downstream partners' activities like testing/QA crucial for a successful implementation of Statement Redesign project that was programmed using DIALOGUE and COBOL mainframe.
• Developed/Created a new process for Change Management that was not existent in the project especially when there is a project Scope Creep.
• Oversaw all stages like Issue resolution, Risk management and communications management across all internal and external teams. Highly involved in the rollout strategy for Statement Redesign project including deployment with the downstream partners
• On an ongoing basis, involved in the management of financial “storyboards” projecting estimates (on a rolling 5-quarter basis) for resources, fixed-price consulting, and hardware/software costs.

 

United Parcel Service (UPS) Airlines, Louisville, KY                                                               Sep 2004 – Aug 2006

Senior Project Manager/Consultant

Project Manager for Distributed Weight and Balance (DWB) of UPS is a large and highly complex distribution global mission-critical application and weighs and balances the aircraft in CG and ensures each aircraft meets the UPS and  Federal Aviation Administration (FAA) regulations.

• Managed a mid-sized team of in-house/outsourced programmers and technical support staff.  This involved not only day-to-day project and task management, but also management of staff goals, objectives, issue resolution and career development plans.  Manage quarterly DWB implementation release ensuring completeness and correctness of  clear, concise complete business requirements definition writing experience with attention to detail critical; ensuring that requirements are accurately delivered and translated end-to-end from  front end to back end, tracking and closing issues, and coordinate functional and UI testability resources
• Coached and trained the entire team on improving the process during the entire lifecycle.
• Provided key input in the development, coordination and training of our offshore programming unit.  Presented an analysis report based on visit to offshore facility in India.  This report was used as a driving factor in determining many processes and quality procedures in place today.
• Provided design and development expertise to DWBs business units towards the creation of online surveys and applications to meet client needs.
• Part of DWB application was focused on building, maintaining, and enhancing a robust, efficient, highest quality and accurate operations process for the load planners to manage all loads within the CG of the airplane.
• Determined opportunities for process and performance improvements, and utilization of automation and operational efficiencies to improve quality of deliverables and decrease turnaround time for this critical mission application.  Suggested over 20 operational improvements, many of which were implemented or were in development at the time. 
• Worked closely with our Enterprise/Infrastructure groups to ensure that the cluster of systems were built and maintained effectively.  Tasks included management of acquisition, building, testing and rollout of hardware and new software tools. 
• Managed a QA team to focus on create complex test plans including Backend and Cross- functional test plans, develop use cases and prototypes, track and report bugs, coordinate execution of  test scripts for System, Load/Stress, Integration, Functional Testing and coordinate User Acceptance testing. 
• Created test release notes and maintain test documentation, documentation of procedures and training end users of technical support staff; track change control processes using PVCS; document and track problem or support logs as per SEI-CMM.

Syntel INC.                                                                                                                           December 1997 – August 2004

Client: Humana Health Insurance, Louisville, KY                                                                            Sep 2003 – Aug 2004

Project Manager

Humana Health Insurance is a subsidiary of Humana Inc., America's largest hospital company, and provides health insurance to employer groups, government-sponsored plans, and individuals. Project and Issues Manager during the rollout of a new Premium Billing System (PBS) of Humana Health Insurance replaced their existing Legacy Billing system with many new features.

The major portions of the system are Billing produces the bills based on the enrollment information, Cash Posting applies the payments received from the customers, Retro calculates the adjustments based on the late changes in enrollment information, Collections sends collection letters and terminates the customers who have not paid, and Reconciliation compares the self billed group's premium amounts with PBS and resolves any discrepancies. To support its functionality PBS interfaces and exchanges data with different external systems like Customer Interface, Sales Management, General Ledger, Broker Commissions, and Letter System.

• Acted as liaison and work effectively between the user and the technical groups and to analyze new cost effective concepts and determine the best solutions.
• Established Mumbai as an offshore site for Operations and Customer Service Functions.  Reduce operating costs, expanded global operating functionality, and balanced workload of critical functions across sites, and maintained quality/service.
• Issues manager for project defects from an anti-money laundering front-end application.  Worked with management, front line staff to track and drive issues to closure.  Partnered with offshore software development group to resolve application defects.  Project resulted in a 26% reduction in errors. 
• Project Manager for branch support operations performance and capacity metrics.  Chaired bi-weekly meetings with Senior Vice President and other senior management to understand operational wellness across departments.  Standardizations introduced gave our SVP relief as it provided a snapshot of his business in one page.
• Accountable for software testing functions, test execution and defect resolution.  Extensive use of Quality Center used.  
• Program manager quoted “I foresee this implementation will go flawlessly.” Project implemented successfully with two resolved green incidents.

  

Client: Westfield Insurance Group, Westfield Center, OH                                                              Feb 2003 – Sep 2003

Project Manager

Westfield Group of companies founded in 1848 is a multi-line insurance company for Personal and Commercial line of policies. Some of these include Business Owners Policy, General Liability, Auto, Farm, Umbrella and Workers Compensation. Project and Issues Manager during the rollout of a new branch teller platform within the BOP group.

Issues manager for project defects from the BOP front-end application. 

• Worked with management, front line staff to track and drive issues to closure.  Partnered with offshore software development group to resolve application defects.  Project resulted in a 26% reduction in errors. 
• Project Manager for branch support operations performance and capacity metrics. 
• Chaired bi-weekly meetings with Senior Vice President and other senior management to understand operational wellness across departments. 
• Standardizations introduced gave our SVP relief as it provided a snapshot of his business in one page.

Client: Target Financial Services (Target Corporation), Minneapolis, MN                                    Mar 2000 – Feb 2003

Project Manager/Coordinator

SEI - CMM Level 5 Project Management, Software Development and Process Improvement needed for GUI Client/Server

Core Credit Online application which maintains customer credit information, insures accurate and timely posting of           transactions to guest accounts, and produces common statements for all operating companies including Target.

• Identified project opportunities including scope, assumptions, resource needs, benefits, costs, and risks.
• Planning of resources and tracking deliverables based on the project milestones. 
• Responsibility involved identifying and gathering user online/batch requirements and applying business direction and analysis, translating requirements into technical designs to drive improvements for the technical and high level audiences, preparation of unit and execution of test data, and integration and stress testing of the transactions for online or guest/credit services
• Assisted in determining appropriate business strategies and implementation by developing market analysis and research, benchmarking studies, and cost/benefit analysis as relating to project needs. Brought best practice research to bear for client and provided assistance to client for decision-making.. 
• Developed new platform and process to manage account setup verifications, which improved productivity by 70% while maintaining strict risk/compliance guidelines. 
• Partnered with offshore software development group to resolve application defects. 

   

Module Lead Developer                                                                                                                      Dec 1997 – Feb 2000

Developed credit system for TARGET, MERVYNS, and DSD including posting, billing and accounting, conversion, and interface. 

• Included coding and testing modules for viewing transactions, adding billing address and summary, and updating of contact information. 
• Involved with client interaction, writing and reviewing Procedure Action Diagrams, unit testing, and maintaining quality standards as per ISO-9000 guidelines.

Working Technical Knowledge

Business Processes and Tools: PMI Project Management Body of Knowledge (PMBOK®), UBS PMG (Project Management Guidelines) and ADP (Application Development Process) Methodologies, MS Project 2003, Microsoft Visio 2003, Microsoft Office 2003 Suite,  Clarity for Project Managers, SMART Objectives Methodologies.

DevelopmentTools,Languages, and Technologies:MSAccess,Cool:Gen,DB2,JScript,ASP, Jscript/JavaScript/VBScript, Visual Basic 6.0, SQL, MS-SQL Server, MS-Access, Mercury Quality Center, Test Director.

Education and Training:

B.E. in Electronics from Mumbai University, INDIA Overall G.P.A: 3.94.  Graduated with first class.            May 1996

Higher Secondary Education from Mumbai State Board, INDIA Graduated with first class.                                        May 1991

Project Management Training for Microsoft Project Professional 2003                                                                  2/12/2008

PMI Approved Training - Project Management Professional (PMP) Exam Prep – Total Systems Education             9/13/2007

PMI Approved Training - Total Systems Education, Ltd.                                                                                

Project Planning and Control – The Foundations of Project Management                                                               Nov 2006

PMI Approved Training - American Management Association                                                                         

Improving Your Project Management Skills – The Basics for Success                                                                    Oct 2006

Series 7 Prep training for 5 weeks  - Greico Financial Training Institute                                                                   Jul 2007

Clarity Training – In house formal training for Project Management                                                            Oct 2007

Negotiation Skills Workshop - Insight Partners                                                                                                    Oct 2007

Managing Your Time and Priorities - Leslie Wilson LEW Learning                                                                       9/18/2007

Developing Complete and Consistent Business Requirements - Total Systems Education                                     10/6/2006

UBS Project Management methodologies for Business Professionals                                                                  7/24/2007

Mainframe Training  – In house formal training within Syntel INC                                                   12/1997- 03/1998

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