Nitika Gyanchandani

Agile and Waterfall Method Coach:

• Seasoned trainer in Agile methodologies and can deliver to 1000+ people at a time. Have extensively coached Scrum Masters, Product Owners and Project teams on their roles in an Agile transformation.
• Built strong network across Key Stakeholders of Deloitte Global Firms to standardize Deloitte's way of working for “Refuse to lose” Projects. Had a direct impact in reduction of Cost of Quality, quality of deliverables and maintaining project timelines.
• Proficient in running projects from inception to delivery, monitor milestones, and deliverables to escalate dependencies and have the agility to mitigate risks.
• Championed Hybrid approach to suit SAP and Oracle Transformation projects with detailed customizations and complex solutions.
• Continuously coached Partners and Directors on methodology to drive top down standardization in projects for NSE and AP region.

Safe Agilist Experience:

• Led PI (Program Increment) planning sessions for cross-functional teams.
• Demonstrated expertise as a Safe Agilist in large-scale Agile environments.

Global Client Engagement:

• Collaborated with clients from manufacturing, life sciences, healthcare and finance industries across NSE and APAC.
• Understood and recommended technology enabled customized tools for RFPs for Global Projects of SAP and Oracle.
• Curated customized strategies for the region to adopt Deloitte's Methods and Tools.

Program Management - Strategy and Roll out

• Strategized with Global Business owners of SAP, Oracle, Cloud, ServiceNow and Operate to implement Delivery standards of Deloitte Consulting across 9 Member Firms - NSE, Africa, APAC, S-LATAM, Canada, US, Brazil, DCE (Central Europe) and Spain.
• Demonstrated excellent hold on process modelling and and strategically rolled out a tool to improve Engagement experience. Trained over 1500+ Leaders across the globe to adopt industry led practices via the new tool roll out and have impacted over 60% of SAP and Oracle deals reviewed and won.

Empowering Team Members:

• Assisted leadership in designing programs and processes to streamline workforce, allocate resources for forecasted engagements, onboard team members and fostering a positive talent experience.
• Fostered leadership skills and empowered colleagues to excel in their roles and independently manage pursuits and engagements.

• Worked as a Treasury Change PMO for managing initiatives related to Treasury investments in technology projects.
• Work with Key delivery (KD) Initiatives and track the progress through the project lifecycle. Highlight Risks and Issues to the stakeholders, work through the change process and maintain the metrics for the annual scorecard per KD.
• Prepare and drive the governance meetings like the Steering Committee of the KD wit the management board of the bank and also the monthly meetings for the internal stakeholder review.
• Work with the KD leads to represent the Benefits the KD can deliver, review and get approval from the stakeholders, prepare and present the data to the Management board for budget approval.
• Establish project management governance and compliance controls. Measure project performance using appropriate tools and techniques.

• Started as a Consultant in 2016, got promoted to Senior Consultant in 2018.
• Led the SAP cutover process offshore to help with a smooth transition of the data from legacy systems to the current system
• Liaised with 11 (data, security and functional) teams to determine the impact of the change based on the scope requirements and eventually determining the downtime required for the business.
• Developed a training plan for the team on Cutover Strategy, business process change and expectation setting with the client
• Delivered trainings on Agile to the internal teams to help them with their estimating and sprint planning
• As a Cutover Offshore lead - Handled 4 cutover cycles across 5 locations for the client.

• Coordination and communication with server owners and key stakeholders for Pre-Production Environment for the upkeep of the 1600 backend servers via Outages.
• Process Management for Incidents for all the support teams across the Community Banking Line of Business, which involved the end-to-end process of owning, validating and resolving of incidents within ITIL timelines.
• Developed and maintained the root-cause analysis process for the leadership to reduce the downtown of the servers because of the repeated issues.
• SPOC for the onshore team for the smooth transition of work to the offshore team on the basis of priority and dependencies on a daily basis.