SANTOSH KOLHATKAR, PMP, Certified Scrum Professional/Master SUMMARY Over 18 years in the technology and software development area, with the last ten years as a senior manager/project manager. Have led multiple web portal, client-server and object oriented technology projects. Managed deployment of new applications to the new and migrated environments; data center migration and associated application migrations to the new data center; and have led several SDLC implementations. Recognized for strong leadership and as a trusted advisor to key clients. Managed projects with values up to $9M and team sizes up to 50 including architects, developers, offshore resources, QA and other enterprise/global project team members. Hold both PMP and Certified Scrum Master credentials. PROFESSIONAL EXPERIENCE Cisco , San Jose CA Feb 2010 to Present Agile Program Manager As a Agile Program Manger I am responsible for developing Standard Agile Process for adoption across entire Cisco footprint. Part of my responsibility is to transform the PMO teams to support the Agile process. I am interfacing with the leadership teams of over 20 technology groups and over 5000 team members to work with them to plan the migration. I am managing the process and program to migrate from waterfall to Agile in all aspects of the Cisco practices. I am responsible for identifying coaching/ training needs of various teams in CISCO . I am providing mentoring to the teams to advance their maturity in Agile processes. I am also in charge of setting up best practices such as internal coach committees , transition teams, providing Agile coaching to the leadership in managing their portfolio, roadmaps and Releases. In last 10 months I have guided 23 large and mid-sized teams to migrate to Standard Agile, increasing their average productivity by 150%. I am also part of the committee managing the external vendors such as Rally, MKS. Kaiser Permanente, Oakland, CA Sep 2008 to Feb 2010 Program Manager and Scrum Master/ Agile Coach As a Project Manager/Scrum Master deployed newly architected portal sites for Kaiser Health content management and search technologies. Managed the Pharmacy Center with RX refill, drug interaction and other patient services for deployment via a portal interface for www.kp.org. The enhancement to the kp.org includes an e-commerce component to the Pharmacy Center with shopping cart and other ordering capabilities. Coordinated with cross functional teams to deliver the web portal programs. Using Scrum Master skills and techniques, managed the teams of developers and product managers to deliver role-based system features and functionalities as outlined by the product backlogs and high level strategies for the Kaiser portal sites for internal and external users. Projects were completed on time with a 20% savings off the $1M budget, managing a team of 15 and deploying the kp.org capabilities six months ahead of schedule. Projected revenue increase for www.kp.org is $5M per quarter as the numbers of online prescriptions filled are projected to increase by 45% in one year. Technologies: IBM WebSphere, Vivisimo Velocity (an enterprise search platform), Open Deploy Cisco Systems, San Jose, CA Jun 2008 to Sep 2008 Consultant Program Manager Worked with the Director of Operations in the Cisco Customer Advocacy group to define and implement the strategies for the Program Management Office in the execution of its function. Worked with the cross functional teams to implement the best practices in the areas such as SOA and User Interface strategies. Provided measurement matrices for compliance integration and reporting to executive management. Blue Shield of California, San Francisco, CA May 2007 to Jun 2008 Managed a complex enterprise-wide project through its initial deployment and two subsequent releases. Responsibilities included managing the implementation of an end-to-end Application Processing Workflow Platform for the IFP “Quote to Card” system. Using RUP methodology, deployed an enterprise-wide process management platform (IBM Process Server), building and interfacing WebSphere Application Server as well as WebSphere portal for ‘Blushield.com’. Project included building a role-based SOA portal for employees and clients to use. Also developed a process management development competency that can be scaled to an enterprise-wide center of excellence. Set up an intricate and successful vendor management and integration system which included vendors such as IBM, Cognizant, FileNet, Kofax, Emericon and various others. Established a repeatable offshore development lifecycle and delivery capability with core BSC and extended Cognizant teams. The primary application development project managed was developed using J2EE, Oracle, WebSphere Application Server and WebSphere Process Server. Also managed the migration of the application and related database interface from Oracle 9i to Oracle 10g. Project team numbered as many as 50 members including on-shore and off-shore teams. Managed a project budget of $6M. Within nine months, completed the project with first release and two subsequent releases. From the time quotes were accepted, the turn-around time for the customers to get their membership card was reduced from six weeks to eight days. After the deployment, the number of applications processed daily increased by 250%. Technologies: RUP, WebSphere WAS, WPS, Portal, Windows NT, Oracle 10g, UNIX Electronic Arts, Redwood Shores, CA Aug 2006 – Apr 2007 Consultants Program Manager Managed multiple programs ranging in value from $500K to $5M for EA e-commerce sites to migrate the legacy applications to web-based platforms. Responsible for managing four other project managers to deliver inter-dependent projects. Participated in program initiations including presentations to senior management to obtain funding approval. Worked with PMO to deliver, document and track the projects under the PMO purview. Managed the migration of data canters from one location in San Francisco to two geographically dispersed locations, one in San Jose, CA and the second in Geneva, Switzerland. Responsibilities included migrating legacy hardware to virtualized (VMware) hardware environments and moving applications to the platforms and environments. These data center migration and server virtualization projects increased the data center capacity by 35% and saved $5M/year. As a member of the Executive Steering Committee, redefined PMO processes and implemented best practices for Project Management. Worked with the business and it subject matter experts to design product deployment strategies and implementation plans, and then executed the plans to successful completion. Technologies: Windows/NT, VMware, Linux, My SQL, Foundry and Cisco network appliances. California State Automobile Association (AAA), San Francisco, CA Mar 2006 – Aug 2006 Consultant Program Manager Managed multiple projects from project initiation through implementation. Specific projects include: RAMIS replacement. This legacy vehicle fleet management software system had to be replaced with a commercial off-the-shelf (COTS) package to provide an efficient, flexible, scalable and cost effective system solution. Managed the gathering of business requirements, development of the RFI/RFP business, technical and pricing components for vendor selection, budgeting ($1M budget), and resource planning and overall project coordination. Presented the business case to AAA management and led the implementation of the new system. Upon successful conclusion of the above effort, the scope of the project was expanded to include an extension of the AAA cashiering system. Heretofore, the cashiering system was not available on weekends and did not include emergency management or vehicle operations and maintenance. The new two part follow on project added these two functional capabilities and expanded the operational availability and readiness to include weekends. Prepared the SOW for the system, investigated alternative solutions and options, ultimately recommending the optimal solution which was funded for $250K by the management. Implemented the selected option on time and within budget. A third effort for AAA included the management of the business and IT sides of AAA and IBM consultants to capture high level requirements, build a business case/plan for a $3M proposal for getting an e-Procurement/ERP-like system package that would streamline the procurement process. Efforts included conducting a feasibility study with resulting added efficiencies projected to save more than $10M in the ensuing years. Worked with i-PMO to improve their process for on-boarding project managers, budget and financial tracking of a project, and resource management and tracking. Technologies: Windows/NT, Oracle, MS Access, Web Servers, App Servers and DB Server configurations Virgin Mobile, Walnut Creek, CA Aug 2005 – Mar 2006 Consultant Program Manager Managed the deployment of back up data center for critical IT functions. Responsibilities included managing the migration of the data center to a new location in Oklahoma. Managed matrixed team of architects, network engineers, system engineers, database experts and vendors to plan, acquire, build, install and successfully launch in production a total of $12M worth of equipment in a remote data center. Managed Siebel upgrade planning and deployment. Developed SOP for system maintenance and enhancements and managed multi disciplinary teams of in-house SMEs and vendors. Gathered requirements for upgrade, gap analysis of design vs. requirements, manage development, testing and QA, production rollout and operational readiness. Technologies: Windows/NT, Oracle, Siebel, Foundry and Cisco network appliances Codesic Consulting, Inc., Redwood City, CA Aug 2003 – Aug 2005 SENIOR MANAGER/DIRECTOR OF IT OFFSHORE ALLIANCE Managed multiple teams for various clients including Virgin Mobile, AT&T Wireless, Watch Mark Corp., Frontier Bank and InfoSpace. Representative projects included: For InfoSpace, managed the integration of two companies they acquired recently with major focus coordinating the activities of deploying Agile methodology to inter-disciplinary teams such as production, development, QA, engineering, networking, and change control. • Deployed Agile methodology across various development teams. Managed the process to integrated with non Agile processes such as ITIL-based hardware deployment, maintenance and operations processes for the merged company. • Coordinated the successful launch of newly integrated Agile processes with production support and change control. • Developed troubleshooting guides for the help desk community. • Coordinated the SLA development for the business partners and support teams. While at Frontier Bank, managed Sarbanes Oxley (SOX) compliance verification project for the IT department. The SOX compliance process had to be reviewed and gap analysis done to plan the steps to be compliant and be prepared to pass the external audit. The following areas were addressed successfully: • Change control management and testing process had to be revamped and standard operating procedures put into place. Key resources were trained and the new process was implemented in four weeks, providing demonstrable controls. • Configuration management had to be formalized and controls as well as procedures had to be put into place. The entire process was redefined; key IT resources and stake holders were trained; and, the process was implemented in three weeks. • Vendor management process was very fragmented. Helped them define the key controls and document the tracking details. The existing contracts were reviewed, analyzed and analysis was documented. The vendor monitoring process was put into place and existing vendors were put through the monitoring set up. Within six months, successfully identified the gaps, improved the auditing process and developed a demonstrable reporting mechanism to satisfy SOX compliance and the Federal Reserve audit for IT operations of the bank. At AT&T Wireless, managed the Performance Management Requirement Analysis project for an enterprise-wide roll out of an industry leading software package for performance management. Responsibilities included: • Building requirements gathering templates, building procedures to generate the use cases for capturing requirements, issues management, status reporting, project plan and task management. • Coordination of dependencies across multiple teams such as software vendor, wireless operations, production support etc. • Managing gap analysis process, presenting options and building consensus among various users for addressing issues as gaps and proposed solutions. Also while at AT&T wireless, managed implementation of the system integration for a Seibel upgrade. Responsibilities included: • Change control, issues management, testing and quality control, release coordination, status reporting, project planning and task management. • Coordination of dependencies across multiple teams such as marketing operations, production support, Siebel support and Siebel product development. • Interfacing with the PMO for project tracking, reporting and control. BearingPoint, Inc., Redmond, WA Nov 1999 – Mar 2003 Senior Manager Managed multiple engagements and projects that included creating proposal responses to RFPs; preparing Statements of Work (SOW); managing project charters, schedules, budgets and planning; team building and resource management; and process reporting and financial control. As Project Director for T-Mobile, handled the enterprise-wide rollout of the web-based document management system. Project system deployment ranged from Accounts Payable and subsequently to HR and Legal, managing the rollout to 3500 end users and 35,000 vendors. • Created RFP for vendor selection and managed the vendor selection process. • Provided business requirements analysis, guidance and review of the functional design. • Created the project plan involving multi-disciplinary teams and led implementation and deployment to Accounts Payable. • Communicated updates, weekly to A/P management and monthly to the executives. • Managed the process to handle additional invoice data through PeopleSoft. • Managed designing the interfaces with PeopleSoft data interchange. • Built test cases for the data interchange validations. • Planed and executed the transition plans to the client teams, including training, documentation, and source code control and release management. Technologies: FileNet, Windows/NT and 2000, SQL Server, ERP systems (PeopleSoft and SAP), and distributed workflow engines using .NET environments Unisys, Inc., Blue Bell, PA Apr 1998 – Nov 1999 Project Director Project director for the internationalization of websites of Autobytel.com, a leading e-commerce company in the automobile industry. • Worked with Business Development team to present proposals to the client’s executive team. • Built the Project Management Office (PMO and e-PMO) for oversight, control and project inventory management across offices in multiple countries. • Managed three teams (located in the Netherlands, Australia and USA) of fifteen people; each team consisting of project managers, architects and developers. • Working closely with the client's COO and CTO, spearheaded the rollout of the globalization model using Interwoven content management engine to 20 countries in two years. Technologies: Developed strategies for technical policy and SOPs for the enterprise model for the NT-based system using Rational software to develop OO architecture (UML), SQL Server 7 for the Content Management, COM/COM+ component based environment Bell Atlantic Directory Graphics, Philadelphia, PA Dec 1996 – Apr 1999 Director and Senior Manager, IT After joining BADG as a Technical Manager, within six months was assigned as Director of IT. Some of the significant achievements: • Reorganization of the entire IT department. Realigned the resources based on the newly mandated business objectives merged (Nynex and Bell Atlantic) companies. Resulted in total savings of 12% of the yearly operating costs. • Successfully presented the business case for strategic upgrade to the entire IT systems population. Effectively managed launch of $1.2M in upgrades to the Photocomp system. Upgrade included hardware to support client server based systems and software enhancements to utilize the object oriented approach to replace conventional transaction based system. Some of the methodologies used were Graham Booch and Rational Rose (UML.) Specific object oriented applications included Ad Creation Systems for The Yellow Pages. • Typical system included client workstations running desktop publishing packages, wrapped with the event driven applications to handle the workflow on the production floor. Planned and implemented the upgrade to the end user applications for billing, invoicing and the advertisement tracking systems. Upgrade included utilizing object oriented tools from Oracle such as Developer 2000, to interface with the Oracle Database. • Conducted successful Y2K rollout. The business model required the Y2K to be rolled out sixteen months ahead of Dec’ 1999. • Lead the strategic planning team of merger issues with Bell Atlantic and Nynex. Efforts involved coordination of four independent sites, with all aspects of the migration and data center consolidations. TV Guide, Radnor, PA Dec 1993 – Dec 1996 Project Manager Project manager for the application development team. Led multiple projects including the effort to revamp file management and installed early warning systems. Conducted vendor selection/negotiation and quality control of vendor supplied software. Worked with senior level management of various departments to resolve IT related issues. Supervised and led team to develop the applications in SQL plus for Oracle 7.0, C, C++ and Pro C to monitor weekly file management involving multiple hardware platforms. Contributed actively to the IT Technology Steering Committee. Catalyst, Inc., Newtown, PA Sep 1987 – Dec 1993 Project Manager During the six years with Catalyst, managed various projects including the following: Project managed the team that developed a data warehousing system for image storage and retrieval for AMP, a major manufacturer of computer connectors. The user interface was created using Visual Basic, C and C++ with Windows 3.1 SDK and Visual C and Embedded SQL to interface with ORACLE database. The application provided access to and retrieval of the images for all AMP employees and vendors globally. Managed the implementation of food label creation and nutritional analysis of the recipes to conform to FDA rules and regulations for Campbell Foods. An Artificial Intelligent rule-based system was developed on OS/2 using the data base manager to organize the recipe data. As a result, Campbell’s food label certification time was reduced by 45%. Managed design, analysis programming, testing and Applications Programs Interfaces (APIs) for the UNISYS product ‘FOLDER’. The APIs were developed to provide system managers and the end users control over the image database, to store and retrieve the image files using ORACLE. Also oversaw the development of a complete nutritional database maintenance system as part of this effort. The database provided the Campbell Foods research scientists the most efficient way to manipulate the recipes in order to balance them, nutritionally. Development was done in FORTRAN and SAS in a VM/CMS environment. Computer Task Group, Media, PA Jan 1982 – Sep 1987 Senior Consultant Lead the teams of the developers of the Client and the software vendors outside the country. Designed, controlled and developed software for Mill Automation Development done on VAX/VMS in FORTRAN along with FMS, Datatrieve and Real time analysis. Designed and developed the interface for SCADA and other devices for instrumented tactical range for training fighter pilots. A client-server based application on Silicon Graphics workstation using X WINDOWS with OSF MOTIF EDUCATION • MS Computer Science; course work completed; Villanova University US-PA-Villanova, Dec 1987 • MS Mechanical Engineering, Villanova University, US-PA-Villanova, Dec 1982 PROFESSIONAL • PMP US, 2008 • SCRUM Master Certification, US- Seattle, WA, 6/2003 • Program Management, KPMG Consulting, 2000-2002 • Risk Management, Bearing Point, 1999 • Cisco Certification, KPMG Consulting Executive Management courses at Wharton Business School, Univ. of Pennsylvania, PA, 1992-1995 PM Skills: PMP, Scrum certified, Full SDLC, RUP, Release management, ITIL, SOX compliance. Software: Web 2.0, e-Commerce, J2EE, UNIX, C, C++, Visual Basic, Visual C++, SQL Server, ORACLE, .NET. Hardware: Windows-based enterprise servers, IBM WebSphere, SUN SPARC, INTERGRAPH Work Stations (with UNIX), UNISYS 6000/XX, Silicon Graphics/SGI

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