Bijoy Joseph

I managed cross-functional teams to successfully migrate SWIFT's messaging applications and databases from HP-UX to RHEL infrastructure. I also effectively managed releases, schedules, and deliverables for infrastructure upgrades and performance improvements while preparing documentation and presenting progress reports to the leadership and customers.

Orchestrated delivery of features for data connectivity to around 150 supported data sources. Conducted hands-on product testing and analysis as a core-certified team member. Performed program-level reporting and tracking of the development team's deliverables.

Set up and configured Jira at the organization level as they moved into Agile and Scrum development for their next-generation network platform. I conducted hands-on analysis and testing of the products while coaching the team in Agile and Scrum. Managed, tracked, and reported multiple projects and workstreams within the product portfolio, working closely with CPO.

As the industry's first active content engine, this solution provides continuous optimization that helps clients win at every shelf, control all content and data flows at every point, and leverage the largest global two-sided network
to harness today's exponential data growth.

Enabled product feature delivery using Jira while coaching the team on Agile and Scrum. Facilitated and managed rigorous delivery cycles for Q1 2020 product deliverables for a key customer, thereby ensuring retention.

As a member of the Transversal Functions – Platform team at SWIFT, I managed the service orchestration 2.0 project, which introduced a platform configuration database (PCDB) to enable data-driven deployment management as part of the DevOps function.

Key benefits and results were:
• Upgrading the deployment automation tool to the latest version for security enhancements and features to enable concurrent execution of deployment jobs.
• Execution of deployment jobs concurrently, which improved deployment timelines drastically.
• Much-needed upgrade of the content repository tool for significantly faster content promotion and better performance.
• Development of PCDB to enable data-driven deployment management.

As a scrum master, I implemented Jira projects, board, and reporting, bringing the team up to speed on tools and development approaches. Facilitated the scrum ceremonies while driving epics and user story development and execution, working closely with the product owner and team in the Agile and Scrum execution model.

Successfully delivered capacity enhancements for SWIFT gpi on time in preparation for the traffic growth expected with standards released in November 2018.

This project involved working with multiple development and operations teams distributed across the globe. Key activities included analyzing inputs from capacity planning, performing an application impact analysis, procurements, risk and dependency management, and deployment planning.

Worked with the data engineering group of the big data and analytics team at Honeywell on Sentience, an IoT platform that delivers robust and secure big data capabilities for all their connected solutions.

The project followed Agile and Scrum methodologies, and the key features delivered included:
• Self-service data ingestion.
• Operationalization of analytic models (DevOps).
• Stream analytics capabilities.

As a member of the PMO team, my key responsibilities included managing, monitoring, and controlling two scrum teams, working with the product managers, and reporting project health to the key stakeholders.

With the GE digital team, I worked on multiple application development projects within their transportation division. Managed the delivery of a migration project for a locomotive inventory management application and the user-interface development of a mileage tracker application for locomotive motors. Both projects followed Agile and Scrum methodologies, using Rally for application lifecycle management.

As a program manager, my tenure with TCS GE digital team also included working with the industry solution units within TCS on a corporate internal digital initiative that aims to leverage digital solutions across customers. This program focuses primarily on providing solutions that leverage the five key digital forces—big data and analytics, mobility, AI and robotics, cloud, and social media.

As a strategic programs development leader at TCS Nielsen, I led the integration efforts after the Nielsen-Arbitron merger in 2014. The user interface convergence projects during Nielsen-Arbitron integration included re-branding and integration of all Arbitron client-facing products.

The convergence of the data processing platforms involved analyzing the Arbitron and Nielsen processes to integrate the Arbitron applications into the Nielsen proprietary processing platform built on TIBCO messaging middleware and Java services. The first phase of the user interface convergence project was delivered on time within six months after the actual merger.

As the project manager and delivery leader, I managed a team of 100+ IT professionals supporting the development of customer-facing products for Arbitron. Arbitron’s core businesses were measuring network and local-market radio audiences across the United States, surveying the retail, media and product patterns of local market consumers, and providing application software used for analyzing media audience and marketing information data.

My team delivered key feature enhancements for the TAPSCAN Web product, the most complex one in the suite of Arbitron customer software products. Multiple projects were delivered with significant user interface and architectural updates during the tenure.

I successfully delivered a website re-design project for the Office of Financial Education at the U.S. Department of Treasury. I actively participated in the requirements, analysis, design, and development of the website—mymoney.gov at the U.S. Department of Treasury, following an iterative development model with team members working remotely from different locations in the United States and Europe.

The content for Financial Education for citizens at different life stages was consolidated from 20 federal agencies whose representatives were also stakeholders of this project. MyMoney website was built on the Drupal content management system.

Managed a team of 15 IT professionals on the IT support services contract for the Pipeline and Hazardous Materials Safety Administration (PHMSA) at the U.S. Department of Transportation.

Spearheaded the development of the Budget Allocation and Control System (BACS), a fixed price contract for developing a web-based budget allocation system built on the .NET Framework. The existing budget allocation process was analyzed with the key stakeholders to propose and deliver a better process and tool. Actively participated in BACS's requirements, analysis, and design and met the project delivery deadline.

Additional projects were delivered with feature enhancements to PHMSA web applications as part of the IT support services contract.

I was engaged as a project manager with Accenture for a business-critical employee benefits outsourcing application project with a Fortune 500 company. I delivered baseline cost savings by leveraging Accenture's offshore teams to outsource their business process and enhance/support applications.

I managed the development of a web-based application for insurance underwriters. The project was executed to convert a subset of the Underwriting Workbench application user interface from the WinForm VB.NET subsystem to a web-based ASP.NET interface.

I led the development of a proof of concept for a large confectionery product manufacturing company to demonstrate the capabilities of SharePoint Portal Server to access business information from a single launch point, integration with a line of business applications, and team collaboration.

Led the evaluation of project management aspects in the proposals submitted by global IT service companies for migrating an airline MRO application to .NET architecture. Worked with offshore and onshore vendors on the review of the proposals.

Led the development of eADMS, a web-based application in .NET, for the NTSB in Washington, DC. The client version of eADMS allowed investigators to collect data while on accident sites where there is no internet access into an XML data store and upload it to the central database. As a project lead, I wielded a team of six senior software engineers.

At the U.S. Department of Labor – Employment and Training Administration (DOL-ETA), I led a team of eight IT professionals in the development of the Centralized Application Processing System (CAPS). CAPS is a .NET framework workflow application designed to reduce the huge backlog of labor certification applications. The as-is process was analyzed with the key stakeholders to develop a new process model and a web-based application to support it. This was a short-term project, with only three months to deliver the software, and the deadline was met.

As a technical team lead, I led a team of up to 20 software engineers through the design, development, and testing phases of the IMS system. Also, directed the analysis, design, development, and implementation of the Upfront Income Verification system for the U.S. Department of HUD. UIV was an effort by the Department of Housing to collect and verify the income information of tenants enrolled in housing programs. The software was delivered on time, meeting the deadline.