ARTHUR STANLEY RAJ

Account: Commonwealth Bank of Australia (CBA)
Project Name: IT Support Expansion (MY)

• The objective was to transform the existing IT support infrastructure in Malaysia to include an enhanced technical support capability.
• Project deliverables included forming a service desk structure (Level 1, 2 and priority support), along with server, NW, and FW Management. This included identification and training of talent for each support role.
• Donning the second hat as the PMO, strategy management was critical because I had to identify and persuade the steering committee and the customer to start projects with the highest value first.
• Several sub-deliverables were implemented concurrently, and some were unable to adopt an agile approach, hence a hybrid (agile and waterfall) project management approach was used strategy.
• Due to the enormous number of sub-deliverables that had to be done simultaneously, daily project meetings were held, work breakdown structures were examined and updated on a weekly basis, and support trainings and backlogs were monitored.

Achievement:

• The program's deliverables were completed on schedule and to the customer's satisfaction. This resulted in new process nhancements, and I was requested to assist in enhancing the legacy day-to-day operations.
• Optimized the knowledge management process changes with the support of the in-house team by improving the distribution strategy and reducing the time it took to amend the knowledge database by standardizing the procedure. The conventional technique was eliminated, resulting in fewer incorrect incident assignments and a reduced average processing time for incoming calls.

Account: MANULIFE
Project Name: Enterprise Network Repatriation

• Accountable for the network repatriation programme, which included DC-to-DC migration, in-country office relocation, and increased network security initiatives for the APJ region (Hong Kong, Singapore, Malaysia, Vietnam, Indonesia, and Japan), as well as some areas of Europe.
• Managed a project team that worked in a multi-vendor environment. Ensured that proper change, vendor, and project management processes were applied while arranging comprehensive design meetings with engineering teams, solution architects, and senior stakeholders to ensure that quality of service was part of planning and execution.
• Supervised complex and minor projects with overlapping schedules and delivery timelines. Additionally, lead a team of Project Coordinators and Solution Managers which dealt with stranded cost tasks.
• Engaged with Senior Customer Managers and Accounts Contract Manager to create new network related contracts and amendments.

Achievement:

• Discovered a vendor management process that lost valuable time as it followed the waterfall approach. Streamlined the process by consulting with key stakeholders to understand the implications on each level of the change that I had planned to introduce and managed to successfully implement the new process using the agile methodology. This led to faster purchase order processing, reduction of support teams time to work on each task and increased lean productivity.

Account: NOKIA (Europe)

Project Name: Global ESXi Upgrade (11 DC’s)

• Requirement was to upgrade all NOKIA based VCenter and ESXi hosts from ver. 5.1 to 5.5u3.
• Managed a team consisting of; Project Coordinators, SA and SME’s - NW, SEC, UNIX.

Project Name: Virtual OS Cluster on VM (3 DC’s)

• Requirement: check the feasibility to include a new offering to add an OS cluster on a virtual hosting environment as an option to support Windows, LINUX & SQL across 3 DC’s and update the current contractual documents which included the offerings.
• This was new to our infrastructure; hence a discovery phase was created to better understand the CMO architecture, and an agile approach was used as 3 teams from 3 different technologies worked simultaneously.

Project Name: CCR-045: Middleware Infrastructure Consolidation

• Requirement: to consolidate 5 middleware components into our company’s infrastructure and align the contractual documents related to them.
• Managed 3 separate support and RTPA teams simultaneously to meet the time sensitive requirement.

Account: Alcatel-Lucent (Europe)

Project Name: Cloud Platform Migration

• Requirement: migrate the existing VMs from CMO to the FMO cloud compartments. Manual migration was required due to a NW design limitation of the old cloud platform as it was unable to connect to the new cloud compartment and servers were also clustered.
• Managed the entire life cycle; up to 10 application migrations a month which followed the complete change management process for each.

Project Name: Datacenter Migration

• Requirement: consolidate 95% of Alcatel-Lucent applications to 3 global DCs.
• Successfully managed the project life cycle and dealt with multiple teams which consisted of Networking & Security (VPN, TPC), CMO & FMO Wintel Support, Mid-Range Support, Application Support, Oracle & SQL Database Support, Asset Management and Global Capacity Management on a weekly basis.

Achievement:

• Developed a technique for bundling numerous application migrations with similar delivery methods. This decreased the total programme timeline and did not necessitate resource crunching, resulting in a reduction in overall resource expenses.

Account: Project Management Office (PMO) – Internal

Project Name: Department Process Improvement and Consolidation

• Accountable to consolidate the internal project and program management department processes, standards, create guidelines & best practices.
• Created a knowledgebase library (via SharePoint) for all project managers to utilize and provide feedback.
• Consolidated financial reports, project RAG status, Go-To-Green plans on a weekly basis for the Delivery Centre Director.
• Handled bi-weekly validation of red status projects and assisted project managers with Go-To-Green planning.

Account: GM Asia Pacific and Europe (APJ & EMEA)
Project Name: International Service Personnel (ISP)

• Accountable for coordinating/managing the whole International Service Personnel (ISP) project delivery for the IT End User movement within APJ & Europe.
• Orchestrated the process till completion with the Service desk, RTP, SRM, RDM, Messaging teams, GM & DXC Site/Country managers, Field Support teams across APJ & Europe, GM IT managers, CIO’s and third-party contractors.
• Stewarded multiple global online conference calls to resolve issues, restructure failed processes, and then relating the proposed solution through the Change Advisory Board (CAB).

Achievement:

• All associated SLAs have been achieved, with significant efficiencies gained via procedural and operational changes which I implemented.

Account: GM Holden - Australia & New Zealand
Department: Service desk

Account: GM Holden - Australia & New Zealand
Department: Service desk

Account: GM Holden - Australia & New Zealand
Department: Service desk