Grant Schuleman

I joined a newly formed PMO team for an organization migrating from Salesforce to Oracle ERP. I oversaw setting up documentation repositories and relevant processes to engage with stakeholders for the cloud integration tool implementation.

My role as a business analyst/project manager included completing the deliverables for the migration of the finance functionality and data, as well as identifying the as-is business processes, documenting them in Visio, and ensuring alignment with other workstreams. I documented the systems and data flow for the finance division to identify system touchpoints and data inconsistencies.

I also conducted an in-depth analysis of data produced on system reports vs. data stored in the source database. I then performed root cause analysis and proposed solutions for resolving data discrepancies. I used PowerBI and SQL.

I ran a 2-week discovery phase for the project to fully understand and document the vision, goals, and overall scope. I delivered a comprehensive product backlog of features split into different releases with estimates for each.

The implementation of an MVP solution was approved, and I set up a Jira project to manage the delivery using a Scrum framework. During project execution, I facilitated the daily stand-ups, sprint planning, sprint reviews, demos, and retros. UX design and functional delivery were managed on a sprint-by-sprint basis, where I ensured available capacity vs. effort/time required to complete tasks in each sprint were manageable.

The website and MVP web application were delivered within the timelines and budget. The client was extremely pleased with the delivery and is now using the website to attract clients.

I managed several software development teams following different project methodologies, i.e., Waterfall, Agile, and Hybrid. My responsibilities included facilitating agile ceremonies, providing project status updates across the workstreams, and managing the scope as well as the risks and issues across the program.

Each sub-project was successfully delivered and was a critical piece of the overall program of work. The delivery of the program resulted in improved trading volumes, improved operational efficiencies, and increased revenue for the organization.

I managed the delivery of the equities trading solution, which was developed by a 3rd-party supplier in Sri Lanka. During this project, I was also responsible for managing the internal software development and testing teams to deliver the integration to the internal systems. The project team ranged from 30 to 100 people at different points in time throughout the project lifecycle.

I managed a cross-functional team that included a designer, a business analyst, four developers, and two QA engineers to deliver a robust web application. In the discovery phase, I developed a detailed product backlog, estimated and prioritized items, and created a comprehensive product roadmap and project delivery plan.

Using the Scrum framework, I directed the project’s execution, facilitating all Scrum ceremonies such as sprint planning, daily stand-ups, sprint reviews, and retrospectives. This approach ensured the timely delivery of high-priority features. The project was completed successfully within eight months.

Following development, I oversaw a thorough handover process, ensuring the web application was fully documented and that the client’s internal IT team was prepared for ongoing management and maintenance. The detailed documentation included system specifications, user guides, and operational procedures, providing a solid foundation for future support.