Mayur Amtey

PMO and Project Governance professional with 13 years of experience in project reporting, risk management, stakeholder coordination and delivery oversight across large-scale capital and technology projects. Hands-on experience coordinating governance activities across 5 concurrent projects — tracking milestones, maintaining RAID logs, producing weekly status reports and facilitating governance meetings across internal teams, OEM vendors and senior stakeholders. Experienced in governing end-to-end project lifecycles across technology implementations, system upgrades and process transformation initiatives.

Comfortable in both Agile and Waterfall environments.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

PMO Governance & Reporting

• Produced weekly project status reports covering milestone progress, open risks, pending actions and budget utilisation — circulated to senior management and project stakeholders every Monday.
• Owned preparation of governance meeting agendas, pre-read packs and post-meeting action trackers — ensuring accountability and follow-through across all open items.
• Maintained RAID logs across 5 concurrent projects — logging risks, issues, assumptions and dependencies with clear ownership, priority and resolution timelines using JIRA.
• Built and maintained KPI dashboards in Power BI — tracking schedule variance, action closure rates and risk status across active projects.
• Monitored escalation tracker, coordinated issue resolution activities and tracked action closure across stakeholders until formal resolution.
• Maintained project documentation repository on Confluence and Google Drive — covering SOPs, MOM, risk registers, change requests and project closure reports.
• Facilitated weekly and fortnightly project review meetings — managing agenda, capturing MOM and distributing action trackers within 24 hours of each meeting.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

SAP ECC Implementation – Line 2 Capacity Expansion (INR 700 Cr | 3 Years | 20 Stakeholders across 5 Teams)

• Governed SAP PS workstream activities including WBS management, milestone tracking, change control and stakeholder reporting.
• Produced fortnightly budget status reports covering planned vs actual costs — shared with project leadership for review and approval.
• Tracked milestones, dependencies and critical path using MS Project — identifying schedule deviations early and escalating with structured status reports.
• Facilitated weekly cross-functional review meetings across 20 stakeholders and 5 teams — owning agenda preparation, MOM and action tracker distribution.
• Developed change request documentation, approval workflows and go-live readiness reports — obtaining formal sign-off from project leadership before cutover.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

ABB Knowledge Manager (KBST) Implementation (4 Vendors | 4 Cross-functional Teams | 5 Senior Stakeholders)

• Governed project schedule, vendor milestones, stakeholder reporting and go-live readiness activities throughout ABB Knowledge Manager implementation.
• Produced weekly project status dashboards for 5 senior stakeholders including 3 Head Office members — covering open issues, vendor progress and go-live readiness.
• Drove procurement milestone tracking — monitoring PO creation, SES processing and vendor payment schedules against project timeline.
• Maintained issue and risk log in JIRA — reviewing open items weekly and escalating unresolved risks to project leadership.
• Prepared go-live readiness checklist and obtained formal sign-off from stakeholders before system handover.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

Upgrade: Honeywell PLC to ABB 800xA DCS (3 Vendors | 8 Stakeholder Groups | ~22 Team Members)

• Coordinated project tracking, reporting and escalation management across 3 vendors, 8 stakeholder groups and approximately 22 team members.
• Identified and escalated a critical post-go-live software mismatch — drove OEM patch deployment and planned a controlled downtime to prevent unplanned system shutdown.
• Arranged a parallel shift resource to execute downtime activities — reducing project delay risk while maintaining operational continuity.
• Authored post-go-live change management documentation — covering issue log, root cause, resolution steps, sign-off and lessons learned.
• Reported vendor deliverable status and milestone adherence to stakeholders at fortnightly governance cadence using JIRA.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

Change Management Software (20 People | 4 Teams | 5 Sites | International Stakeholder)

• Led PMO activities for change management software rollout across 5 project sites — covering workflow design, approval hierarchy definition and stakeholder sign-off.
• Identified a critical gap where approval workflow was not configured — engaged software team directly, defined hierarchy structure and circulated formal communication to all stakeholders for confirmation.
• Aligned 20 team members, 4 senior management stakeholders, 5 site project owners, 2 corporate office representatives and 1 international stakeholder on workflow approval and go-live readiness.
• Produced trial run report, obtained formal sign-off and completed structured handover to end users — delivering project on schedule.
• Authored end-user SOP and nominated a local admin for hierarchy management — ensuring post-go-live sustainability without dependency on project team.

Deputy Manager – E&I | PMO at Adani Group (2012-06 – 2025-05)

ABB 800xA Upgrade – Version 5.1 to 6.1 (2 Sites | 4 Teams | ~10 People | 1 OEM Engineer)

• Flagged a project budget constraint early — engaged senior management and secured additional budget by linking upgrade scope to a parallel expansion project.
• Proposed engagement of an additional OEM engineer for night-shift activities — resolving go-live delay risk caused by daytime operational restrictions.
• Coordinated milestone tracking, risk monitoring and stakeholder reporting across 2 sites, 4 teams and approximately 10 team members.
• Monitored milestones, risks and budget utilisation across both sites using MS Project — publishing structured status updates at regular intervals.
• Compiled go-live readiness documentation, SIT sign-off records and post-upgrade verification reports across both sites before final handover.

M.Tech in Electronics & Telecommunication – Bhilai Institute of Technology (2008-01 – 2011-01)

M.Sc in Electronics – Pt. Ravishankar Shukla University, Raipur (2005-01 – 2007-01)