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.
