Sandip Joshi

An accomplished and high-achieving Agile Senior Project Manager with 20+ years’ experience delivering enterprise digital projects/programmes, managing change and release processes, and transitioning into BAU. Proven track record of managing the entire project life using Prince2, ITIL, Scrum, Waterfall and Agile techniques and consistently ensures that projects are delivered in line with scope, schedule, budget, risks, outcomes, prioritisation, value, and benefits. An influential project leader who is incredibly solution-focused focused that can motivate, educate, and bridge the gap to achieve results by building long-term and mutually beneficial internal & external stakeholder relationships.

• Microsoft Certified Professional (MCP)
• Microsoft Certified Solution Expert (MCSE)
• Cisco Certified Network Associate (CCNA)
• Cisco Certified Network Professional (CCNP)
• MS Office Application Suite
• MS Project & MS Visio

• Transport For London (TFL), 05/2021, Present, T&D Senior Project Manager, Working alongside 7-8 different work streams and 160 services to deploy the Dynatrace monitoring tool with the third-party supplier. Managed procurement process via G-loud to purchase the tool following the TFL commercial process. Gathered and substantiated requirements to produce the Statements of Requirements documentation and ensured all stakeholders accepted and approved these. Managed a portfolio of £5 million to deliver the tool. Produced and supported the compilation of project documentation including but not limited to the Project business case, Project Execution Plan (PEP), Smart Questionnaire, Project Authority Submission, BCR for additional Opex or Capex cost providing statements, Project and financial closure report, Equality Impact Assessment Documents, Variation order, Lessons Learn, Baseline Schedule Change Request (CRs), Project related CRs, Estimate, Procurement Strategy, Help with Tender Process, contract award recommendation documents, Service Acceptant Criteria (SAC), Service Model Workbook, ELS Entry/exit criteria Document, Stakeholders and Comms Plan, Work Orders, Change Requests, Rough Order of Magnitude (ROM), Bills of Materials (BOMs), Project Plan, Detailed project plan / Schedule, Migration plan, Testing Plan, Test cases, technical Plans, Technical Change process, cost, effort and resources estimation, resource plan and exception reports. Prepared and updated project governance documents like Project Delivery Status reports, RAIDs, RAGS, and cost forecasts. Presented insights in programme governance & delivery meetings, project team meetings, working groups, and work stream meetings. Transit services into BAU as per agreed Service Acceptance Criteria (SAC) by providing the approved High-Level design (HLDs) and Low-Level designs, Runbooks, SDP, Knowledge articles and necessary training. Stakeholders Management- Maintained strong relationships with stakeholders, including the Enterprise Design Authority, Technical Design Decision Authority, Service Delivery, Infosec, GRC, BAU support teams and the business by setting up working groups, Executive committees and PMO up to board-level and delivered project reports on Weekly, Biweekly, and Monthly basis including status reports, risks and issues logs and cost forecast. Change Management- successfully implemented the changes (business, technical, development, deployment, transitional and transformation) by gathering the information. Assess and evaluate the change and change implementation by assigning owners, reviewing, and monitoring change implementation. Cyber Security- Managed Cyber Security Analyst to ensure all cyber-related documents were produced/approved, arranged PEN test with a third-party supplier, checked vulnerability via Qualys scan and ensured the project resources remediated any severity 1, 2 and 3 vulnerabilities. Communication Management- helped prepare the business communication briefs by identifying the audience. The communications channel used, e.g., face-to-face, video or audio-conferencing meetings, workshops, emails, phone calls, presentations, Intranet, or project/programme newsletter for any matters relating to the scope, including technical, deployment, business, risk, and issue changes. Budget and cost management- analysed scope of work, gathered business and solution requirements, resource & material planning, and produced an estimated cost forecast spent vs. actual by using the EVM method. Risk and Issue management- identify the risk and issue, analyse and measure, mitigation plan, implementation, monitor, and review. Third-party and vendor management- Review the contract and scope of deliverables, assign roles and responsibilities, maintain the relationship, and manage and assess the risk agreed process. Monitored and controlled project scope, schedule, resources, and budgets Resource Management - Management (including matrix management), recruitment and coordination of a team of 27 onshore and offshore consultants - Project Managers, Enterprise and solutions Architects, WIN10, Intune and SCCM Subject Matter Experts, Application Packagers, Test Managers, analysts; Service Design & Transition Managers and business change consultants to construct and execute project plans to ensure consistent achievement of deliverables. Tracked project progress and created key and critical milestones and performance indicators.
• EasyJet Airline Plc (HCL Managed Service), Luton, Luton Airport, 04/2019, 04/2021, Modern Workplace Senior IT Project Manager, Working alongside different work streams/Stakeholders and commercial and technical pre-sales colleagues, gathered and substantiated requirements to produce the Modern Workplace Statements of Requirements documentation and ensured these were accepted and approved by all stakeholders, including the client. Produced and supported the compilation of project documentation including but not limited to the Project PID, Business Case, Smart Questionnaires, Gate 0 paper, Project Charter, Work Orders, Change Requests, Rough Order of Magnitude (ROM), Bills of Materials (BOMs), Project Plan, Detailed project plan / Schedule, Migration plan, Testing Plan, Test cases, technical Plans, validating Design documents, Technical Change process, cost plan, effort and resources estimation, resource plan and exception reports. Prepared and updated project governance documents like Project Delivery Status reports, RAIDs, RAGS, and cost forecasts by using the Microsoft TPM (Trusted Platform Module) tool. Presented insights in project governance & delivery meetings, project team meetings, working groups, and work stream meetings. Transit services into BAU as per agreed Service Acceptance Criteria (SAC) & Early Life Support (ELS) agreement. Also, provided all required documentation through the adoption of the product. Worked with Architect to provide approved High-Level design (HLDs) and Low-Level designs by ARB board, Runbooks, SDP, Knowledge articles and necessary training. Stakeholders Management- Maintained strong relationships with stakeholders, including the Enterprise Design Authority, Technical Design Decision Authority, Service Delivery, BAU support teams and the business by setting up working groups, Executive committees and PMO up to board-level and delivered project reports on Weekly, Biweekly, and Monthly/periodic basis including status reports, risks and issues logs and cost forecast. Change Management- successfully implemented the changes (business, technical, development, deployment, transitional and transformation) by gathering the information. Assess and evaluate the change and change implementation by assigning owners, reviewing, and monitoring change implementation. Communication Management- helped prepare the business communication briefs by identifying the audience. The communications channel used, e.g., face-to-face, video or audio-conferencing meetings, workshops, emails, phone calls, presentations, Intranet, or project/programme newsletter for any matters relating to the scope, including technical, deployment, business, risk, and issue changes. Budget and cost management- analysed scope of work, gathered business and solution requirements, resource & material planning, and produced an estimated cost forecast spent vs. actual by using the EVM method. Risk and Issue management- identify the risk and issue, analyse and measure, mitigation plan, implementation, monitor, and review. Third-party and vendor management- Review the contract and scope of deliverables, assign roles and responsibilities, maintain the relationship, and manage and assess the risk agreed process. Monitored and controlled project scope, schedule, resources, and budgets Resource Management - Management and coordination of a team with TDM (Technical Delivery Manager). Managed eight different work streams SMEs, Lean, SPMs (Service Performance Manager), Application analyst, DevOps team, solutions Architects, WIN10, Unix, SQL, Oracle, Remedy, Ionix and SCCM Subject Matter Experts, Application Packagers, Test Managers, analysts; Service Design & Transition Managers and business change consultants to construct and execute project wide plans to ensure consistent achievement of deliverables. Tracked project progress and created key, critical milestones/tier milestones/coding, and performance indicators.
• Barclays Bank Plc. (HCL Managed Service), London, Canary Wharf, 02/2017, 03/2019, Barclays Collaborative Services (BCS) Senior IT Project Manager, Provided strategic direction to all aspects of project management for the global eradication of XP-based devices across all business units, eliminating clients’ need to spend considerable funds on extended support agreements. Led both technical and non-technical staff of 19 direct reports to deliver portfolio change initiatives by applying agile methodologies and compliance with governance needs across the BCS project and central PMO functions. Presented insights in project reviews, project Steering committees/forums, working groups, and work stream meetings. Recorded and maintained all project-related documents, including charters, business cases, road maps, RAID logs, closure documentation, SOWs, and cutover plans. Key Projects: Memphis Programme: Reallocated 10K staff to modern technology footprints and secured operational cost savings of up to 7.3M by leading the device and workspace workstream via collaboration with business units, including high-end developer communities. This allowed Barclays to vacate the South Colonnade site. Windows XP Eradication: Picked up a failing program, re-branded the 5-year aged project and managed to successfully close the project with record migration numbers of 82k XP devices / VDIs to WIN7 and, where possible, onto WIN10 in a single year. Barclays Collaborative Services (WIN 10): Introduced and managed WIN10 devices into India by designing cost model, analysing device and application usage of 5K+ staff, testing business applications, deploying desk support, and leading service wrap arrangements to deliver the project under time and budget constraints. Windows Anniversary (WIN10): Globally deployed the WIN10 release (MS 1607) across the WIN10 estate (25K users) from inception to completion by spearheading and collaborating with cross-functional teams of all levels. The Logic Group (Payments Company): Transformed Logic Group departments to transit under an umbrella of Barclays support services/policies by developing and executing complete business processes, reviewing hosting arrangements and applications assessments and reviews. Citrix Transformation Programme: Transitioned 40K users from Citrix 2003 to the Citrix 2008 platform to support more linear security solutions.