Sarfraz Aaron

  

Engagement Project Manager, IBM Canada

Location: Markham, Ontario, Canada


Certifications

Certified ScrumMaster

Biography

I have many years of management experience in IT/Software Development environments. I have managed teams of over 20 people that consisted of Project Managers, Business Analysts, Developers and QA staff; making sure correct processes and documentation was in place and the team performed as a one - striving to achieve one common goal.

I am PMP and PRINCE2 certified and have over 19 years of IT technical experience that ranges from being Technical Consultant, Project Manager to a Development Manager and coupled with this, strong people management and technical skills.

 I have worked in a Project Management role since 2004. I have managed projects in software development, web development and digital interactive applications using SDLC. The skills I have gained allow me to work with people at all levels – technical to non-technical.

Work experience

IBM Canada, Engagement Project Manager
December 2011 - Present, Markham, Ontario, Canada
• Work with Global Technology Services across all sectors and competencies to assist clients achieving their targets by moving existing work to one of IBM Global Delivery Centers (GDC) based in India, China, Malaysia or Argentina to mention few • Project manage the transition of existing client work to GDC by working closely with GDC Engagement Manager, Transition Manager, Account and Service Line teams in a professional, quality and timely manner and to ensure a smooth transition of work to GDC • Track and complete project artifacts and report statuses to Program Office on a weekly basis • Ensure that the movement of work to GDC meets the regulatory and compliance criteria as well as obtaining client approvals on risks assessment

IBM Canada, Project Manager
June 2011 - December 2011, Markham, Ontario, Canada
• As part of Sun Life Financials (SLF) project team, managed upgrading of over 2000 IBM Tivoli Storage Manager (TSM) clients and MS SQL database from SQL2000 to SQL2008 • Facilitated SLA driven projects by ensuring estimation of work and regular project updates to SLF management team. This also included risks, issues and escalations management • Managed over 20 offshore and 10 onshore resources to ensure customer incidents queues were monitored, prioritized, assigned, tracked and reported in a timely manner • Reviewed project statuses with SLF project team on a weekly basis

Direct Energy, Development Manager
July 2009 - June 2011, Toronto, Ontario, Canada
• Managed team of approximately 20 IT professionals responsible for system analysis, design, programming and maintenance of computer applications • Managed offshore development team; tracked resources, project progress, budgeting, defect resolutions and source control • Determined applications development methodologies, standards and tools • Managed projects including new initiatives like Smart Meter (SMI) • Used Agile approach during the development phase of a Waterfall project by delivering more critical components to QA team in order to expedite testing and better defect management • Established performance plans for staff, reviews individual results on a regular basis • Identified individual and organizational developmental needs/career goals and ensured developmental efforts were put in place to support them • Participated in Graduate Recruitment Drive initiatives

Direct Energy, Technical Project Lead
September 2007 - July 2009, Toronto, Ontario, Canada
Texas Web enrollments Project: Managed Web based project, deployed in a 2-phased approach, for the Texas, USA market that allowed Direct Energy customers to self enroll for electricity flow to their premises Phase 1: Project team consisted of 9 people over 6 months period at a cost of $700K. In this phase of the project, existing Web self enroll application was developed and migrated on to a new Microsoft Office SharePoint Server (MOSS) infrastructure creating a new suite of Web applications called the Acquisition Engine. This gave cost savings by bringing acquisition processing in-house from an outsourced partner. In this Waterfall project, used Agile approach during development phase to deliver key deliverables to the QA team in order to expedite the testing phase and better defect management Phase 2: Project team consisted of 5 people over 6 months period at a cost of $600K to allow enhancements to the Acquisition Engine so that exceptions could be captured from customers Web self enroll process and the ability to check customer details online in a real time manner. In this Waterfall project, used Agile approach during development phase to deliver key deliverables to the QA team in order to expedite the testing phase and better defect management

Skinkers Limited, Development Project Manager
February 2007 - August 2007, London, United Kingdom
Agile Project Management: Managed agile project with a team of 12 over 3 months to develop key product that used Live Notification Platform (LNP) engine that enabled large enterprise companies such as Microsoft, American Airlines and JC Penney to send/push important information to their targeted audiences by displaying a messages on their customers’ Desktop, Cell Phone or Blackberry devices. Held Scrum sessions to gather requirements including functional and non-functional requirements, created Stories and estimated effort, identified Sprint Themes, executed daily Scrum sessions and provided timely communications to key Stakeholders American Airlines USA: Successfully managed a £200K project with a team of 6 internal developers over 4 months period to develop DealFinder application, a sophisticated downloadable desktop application which delivered personalized alerts on airfares, offers and promotions to customers’ desktop when their search criteria matched. In order to meet the project timelines, American Airlines project team was requested by me to execute their UAT at Skinkers office so that time was not wasted due to time zones. This allowed quick turn-around for defect fixes and created a stronger partnership. JC Penney: Successfully managed project with a budget of £300K and a team of 10, a 3-tier architecture JCPToday application based upon LNP and hosted by 3rd party supplier over 6 months period. This application allowed JC Penney to target their customers to receive an alert notification on latest offers to their desktops. Participated in 3rd party vendor selection to host the applications, executed regular project team meetings and provided timely communications to key people

British Sky Broadcasting Ltd (BSKYB), Project Manager
September 2004 - November 2006, Middlesex, London, United Kingdom
Automatic Broadcast Build: Managed a team of 6 with a budget of £500K over 6 months period, software development of an application used to build dynamic broadcast content which was part of £2M 3-tier architecture project. The system allowed 3rd party to build and broadcast their content automatically on BSKYB interactive platform Studio Audio Files: Successfully managed project to consolidate BSKYB Studio Audio Files from 6 disparate studios into 1 centralised location to provide: 99% availability; a reduction of 94% program compilation time and a reduction of 16% in duplications. The newly procured HP Intel server with Microsoft SQL database was setup on Storage Area Network (SAN) and deployed in one of the data centre Oracle Video Server (OVS): Managed enhancements to digital interactive television applications. This involved working closely with users and Oracle Corporation with installation and configuration of Oracle databases, bespoke applications and monitoring