Anupama Sharma

• Direct reporting to Head of Portfolio
• Supporting Commercial & Connectivity Portfolio IT, BAU and business stakeholders up to and including Director level and Group Portfolio Management Community
• Responsible for establishing, maintaining and overseeing project management standards, governance and delivery frameworks across the Singapore, India, UK, US delivery organization
• Governance and Standards – Created and maintained Stage Gates tracker and defined the mandatory artefacts deliverables, project management methodologies and standards that align to the group portfolio management community for the backlog, new initiatives & in-flight projects and projects in backlog and future years
• Supporting Resource & Financial Management , simplifying tracking of project budgets and financial performances
• Overseeing resource allocation across function & monitor capacity
• Supporting delivery manager in forecasting resource needs across new cross platform, function and vendor resource demands and providing updates through respective platform leads
• Weekly review of resource demand and assignments with resource managers, including project prioritization and addressing any over- or under-allocation as needed
• Implemented best practices including stage gate reviews, stage gate deliverables process and work flows
• Tracking KPIs and providing regular status updates ensuring all key stakeholders are provided with single version of truth
• Ensuring Data Quality and Quality control across function by maintaining project metrics through Planview PPM tool
• Documenting key ‘How To’ process maps and workflow
• Ensuring consistent practices and standards are understood and followed
• Programme Insight: Supporting programme management decisions through analysis and insights including lessons learned, risk and issues, financial forecasts, and other key information
• Governance and Assurance: Facilitating program governance and providing assurance of appropriate actions
• Achievements: Planview tool working group key member, Super user and Contributor, Mentor to Commercial function
• Led playback sessions to review Group Community Portfolio updates, ensuring alignment between PMs, PGMs, and the Project Delivery team
• AsPEN Learning and Training Event Lead
• Saved £100k through the ongoing management of 3rd party suppliers including end to end procurement process
• Streamlined communication process to enhance team collaboration.
• Coordinated with various departments for efficient resource allocation across projects.
• Conducted thorough project audits, ensuring compliance with company standards.
• Organised regular meetings to keep all stakeholders updated on project status.
• Monitored budget expenditure, maintaining financial discipline throughout the project cycle.
• Established clear budgets and cost controls strategies to meet objectives.

• Direct reporting to Assurance Lead
• Supporting Digital Transformation delivery from governance framework perspective
• Responsibility included defining governance structure, developing and implementing project management methodologies, monitoring project performance and fostering continuous improvement through lessons learned and best practices
• Assisting programme in overcoming challenges, Creating and providing accurate and timely information across the programme to enable effective control and decision making, and driving project success
• Supporting the Programme/Project workshops
• Process Documents (Programme and Change) - Owned the e2e responsibility for defining the Programme and Change Control Board, process map, time-lines & approach ensuring the reporting fits into weekly/fortnightly reporting structure and change as well as proposed the guardrails, process flow and next steps
• Stakeholders - Working closely with Programme Lead, Programme Manager, Delivery leads, Product owners, Technical Leads and Programme stakeholders providing guidance, support and training to ensure projects are delivered using the right tools, on time, within budget and to the highest standards
• Branding Templates - Lead Change Portfolio Group existing templates onto standard Branding templates
• Achievements: Learned the Planview (PPM tool) on the job within the initial few days of joining without any formal or hands-on training
• I have supported the introduction to Planview overview session for the new starters

• Direct reporting to PMO Manager
• Supporting all aspect of Programme/Project delivery from governance framework perspective
• Responsibility from VMO perspective included tactical as well strategic solution to the processes, procedure governance framework perspective improving the overall reporting view point at programme level
• Supported the programme not only identifying the issues but also worked towards addressing the problem
• Ownership of Tier3 projects within PMO capacity - Project set-up on project mgmt reporting tool and sharepoint, ownership of completing the PSRs, supporting the Tech lead from all aspects of project governance documentation e.g
• Change Requests or Project closure reports
• Setting up kick-off meeting with Technical Lead/BDM for Tier3 projects and monthly review/update with Tech Lead to obtain a project status update from Tech lead, milestone review to ensure on track
• Tracking of resources/finances in PPM
• Planning and Pipeline Meeting- QA’ing new proposals, assessing complexity of new proposals, logging proposals in PPM, Exporting the resource data from PPM for planning and meeting and producing the pack for SLT for review/approval process
• Ensuring Proposals are recorded on the register and approval board decisions are updated
• Resource Process for Programme Delivery & Meeting - Exporting the programmes data from PPM
• Manual work around on the resource pools extracted data demand vs capacity
• Reviewing the Demand Vs capacity report with respective owners ensuring any queries or conflicts are reviewed ahead of portfolio delivery meeting
• Putting together the Capacity heat map dashboard for the meeting pack
• Planned vs Actuals vs Over demand variance commentary/observations
• Resource process circulations to HoDs - Adding the resource/line manager against resource Dashboard and circulating to HoDs
• RAIDs QA - Production of Risks/Issues QA report for any non complaint
• Feeding back the outcomes and holding meetings with PMs
• Updating RAIDs performance dashboard
• Gate Reviews - Holding Gate reviews for all tiering projects from Planning, Delivery to Completion stagegate with PMs/Technical Leads/project Owner
• Updating completed gate reviews and templates on PPMA tool, while following up on any open actions before formally approving the project to proceed to the next gate
• Change Board and Proposals - Monitoring and controlling the PMO email traffic
• QA’ing/logging the received submissions, circulation of paperwork for approval in teams and informing the stakeholders of sign off
• Uploading the approved paper in PMC and informing the PMs with the forum decision
• Process Documents - Produced/Updated Resource, RAIDs, QA Proposals, Change Board process docs
• Assurance: Arranging 1:1s, preparing the report, attending the 1:1s and circulating the output
• PID Approval - Using the complexity calculator deriving the project tiering, assigning a PM, PID sign off, raising the Project in Polarisoft PPM reporting tool
• Informing stakeholders with project approval number
• Sending relevant document (PID, SoW, emails) to assigned PM
• Achievements: Picked up Resource/Project mgmt PPM tool on the job within no time without any formal training
• Gained SLT confidence quickly and took in-charge of resource e2e process & became trusted source of information

Direct reporting to the Programme Manager and Snr PMO manager

• Managed Commercial and IT Directors, Business Accountable Exec stakeholder expectations for the Change & IT portfolio in commercial and heavily regulatory, volume based driven programme through clear and consistent communication protocols
• Point of contact for Head of products (Salesforce & Mambu – CRM)
• Responsibility included defining, structuring, implementing the change delivery governance control framework
• Collaborated with cross-functional teams to achieve seamless workflow coordination.
• Change Delivery Framework / Microsoft Teams Channel: Swiftly understood the provident CDF structure and Ways of Working ensuring the governance framework, effective programme governance model and effective change execution practices are in place
• CDF project Phase & Gating Process: Point of contact from templates, process and reporting perspective for AEs, Programme lead, PM communities and Lead BAs
• Business Case: Right hand support to the PMs/Pgm Mgr for e2e financial budget perspective
• Programme Structure: Production of pgm structure, reviewing it with individual owners and pgm leads
• Weekly, Fortnightly & Monthly, Exco, Steerco packs: Finalizing the Steerco pack with Commercial & IT Directors, Head of Change, Head of Products, Programme Mgr Programme lead and PMO manager
• Financials/POAP/Planning: As programme was moving to Group transformation division, ensured the templates, processes, times lines are aligned to the Group reporting process
• Meeting Cadence: Agreeing forums, agenda and audiences and scheduling the sessions as appropriate
• Sharepoint mgmt.: e2e ownership for Sharepoint space, granting access as required
• Purchase Orders vs Invoices: Point of contact in regards to Quote, POs, and receipting view point within PMO remit where applicable
• Stakeholder Matrix/RACI: Created and maintaining the register from governance viewpoint
• Change Control: Right hand support to Snr PMO manager & Programme lead from e2e Change board forum perspective, quality checking CRs, agenda, hosting the call, and circulating the outputs to the wider community
• Releases: Right hand support to the Programme and Release manager from Go Live, reporting perspective
• PMO mailbox: Monitoring and clearing the requests posted in the central mailbox
• Achievements: Learned Azure ADO on the job & supported Lead BA in entering the Epics/Features and PBIs to the ADO
• Picked-up the purchase order e2e process on a short notice ensuring vendors are not working at risk
• Identified the gaps related to portfolio low-recoveries
• Focusing on the quick wins, fixed 60% of the issues related to rate-card, missing time sheets, finance efforts booking to non-project activities