In this Internet age location is blurred by the virtual meeting platform. I am available over the Email, Skype and Google Meet. You can also reach out to me on my mobile. I am available to meet face to face if required.

I have managed various types of projects in the past including – 

• software development
• systems integration
• platform development
• eCommerce
• Infrastructure development, migration and deployment
• Construction
• Rebranding of business
• Digital Marketing
• Site moves
• Training

I am open to newer challenges. Whether it is technical or business  - as a Project Manager my role will be to ensure correct processes of Project Management is in place from the very beginning to complete the full life cycle of the project.

I am an avid follower of Project Management Book of Knowledge (PMBOK) by Project Management Institute. In my opinion PMI has extensive resources and support for Project Managers. I am also a Scrum practitioner. 

This varies from projects to projects. But I ensure the final proposal has a timeline based on the agreed deliverables. This ensures we are all on the same page around understanding when and what needs to be achieved. 90% of my projects so far have completed within the agreed timeframe and costing. To ensure I complete a project on time - I ensure there's no "scope creep".

Management of change requests is the key to managing projects on time and budget. I personally manage the requests in a ticketing system and act as the gate keeper to control what approved changes will pass to be actioned. 

Leadership is the fundamental quality of a Project Manager. This can either make the project management easier or can make it very chaotic. One of the first thing I learned from managing projects over the years is – a PM needs to manage the teams, task expectations and the outcome. PM leadership quality will define how team feels about the project. There are many ways to lead, and all have their pluses and minuses. I personally - depending on the project, I will have to pick and choose whether to be authoritative (visionary), coach (find potential), democratic (sharing), affiliative (harmony), pace-setter (standardization) or commanding (directive).

There have been few times I was brought to a project which was well off track or in project management term was in recovery state. Every project hits a snag along the way, but not every project manager is aware of that delay until it’s clearly visible or even beyond repair. To avoid this situation, I setup the ability to monitor and track the progress of a project from the beginning and can tell immediately when it’s not meeting the benchmarks. This I ensure is setup in the planning phase. This is perhaps the most important duty for me as a project manager. 

When I setup my tasks and duration I try to be vigilant ensuring SMEs, developers, engineers, all stakeholders agree to the deliverables and timeline. I follow Agile – which ensures in each Sprints a bite size or achievable goals are set for delivery. I never over promise and under delivery. Even after that unforeseen issues can delay tasks. The moment I am aware of the discrepancy between the actual progress and the planned progress, I would find out what caused the delay or issue, revaluate the original project plan, review the resource status and work processes, check the dependencies, talk to the stakeholders and project sponsor. Throughout the time I will keep the communication channel open and over communicate to everyone.

I have never come across any clients or employers having unlimited project budget! In fact, when it comes to defining project success – time is important but budget has always been the critical factor. Delivering within budget makes a PM a star player in PM field. To avoid issue with budget - my first step is to ensure I have prepared and presented a budget which is realistic. To create a realistic budget, I have several sittings with the stakeholders to find out true needs and wants. What stakeholders say they need or want in a project often is not as simple as it may seem upfront. I know very well if I don’t have solid grasp of stakeholders’ true desires, it will be impossible to identify what the requirements are for the project. This gets reflected in the budget preparation. I make sure to put in as much time as is required to get a deeper understanding of what stakeholders expect. I ensure all the crucial steps has been completed before I finalise the budget. I ensure projects have been initiated and executed around needs not their wants. Usually I will keep 15% - 20% additional in the budget for any surprises. I establish KPIs to ascertain how much has been spent on a project, the extent to which the project’s actual budget differs from what was planned, and so on. KPIs can Actual Cost (AV), Cost Variance (CV), Earned Value (EV), Planned Value (PV) and ROI. 

I also revisit, review and re-forecast every fortnight with the financial in-charge and sponsor to make sure they are abreast of the expenditures and the status of budget. There are other factors like resource management also plays a major role to keep budget in order.