Nosheen Subhani

STRATEGIC (Product Growth & Transformation)

Introduced a new IT Service Management Platform (Service Now) to EDC in order to generate efficiencies, improve employee experience, modernize IT practices, and most importantly to serve our partner (and customers) better.

• Management of backlog - prioritization, ensuring alignment with business goals and stakeholder expectations.
• Collaboration with technical teams on feasibility assessments, resulting in realistic scope definition for feature and story development iterations.
• Development of comprehensive multi-year roadmaps outlining the product vision, goals, and milestones for successful execution.
• Proactive identification of risks associated with project timelines or deliverables, implementing mitigation strategies when necessary.
• Collaboration with cross-functional teams to develop high-quality features that met customer needs, based on data driven analytics and feedback.
• Led Digital transformation at EDC / TOS group with the introduction & implementation of an IT Service Management leading industry product "ServiceNow"
• Part of the role of a product owner is to establish the direction for ITSM Capability (Processes, Service, and Technology), which is leveraged today by both Technology and Business team's at EDC. An additional project outcome is the transformation of the existing on-premise solution (Cherwell) to a target state cloud-based platform (Service Now), aligned to EDC’s transformation strategy (initiative).
• Provides transition support throughout the delivery of this project to relevant stakeholders such as Enterprise Problem Management, Technology Service Desk, Operations teams, and Business Partners.
• Led a multidisciplinary team consisting of enterprise and cloud architects, external product and service vendors (Accenture and Service Now/IPSS) and key internal business and technology partner, and established the key transformational outcomes aligned to the business benefits as reflected in the project initiation document to advance the transformation of Service Now to EDC.
• Developed a responsible and risk managed approach to delivery, by establishing a Proof of Concept strategy that launched a pilot with strong risk management controls to inform our broader implementation strategy and roadmap.
• Led an operational readiness plan to understand the relevance licensing requirement, target operating model, governance, and agile framework. As part of the innovation stream of this project, worked closely with our partners to develop a license projection model to provide EDC a higher degree of cost certainty for scale up. Negotiated a request for vendor discount based on projected license consumption for the long-term.
• As a change agent for the Transformation Office at EDC, continue to champion the need for change and modernization to support employees and end users that contribute toward a stronger digital culture at EDC.

OPERATIONAL (Product Iteration & Implementation)

Accountable for leading Key Operational Functions within the technology infrastructure team. Day to day responsibilities include:

• Leading key IT functions within the infrastructure team to monitor, maintain and administer across the infrastructure stack (Development, QA, Staging, and Production - DevOps, DevSecOps).
• Technology Service Desk (Employee Centric, Providing and Leveraging Analytics)
• Enterprise Technology Problem Management (Ensuring core technology issues are resolved)
• ITSM Capability (Leveraged by other teams – current technology is Cherwell, moving to Service Now)
• Accountable for defining KPIs (e.g. New Incidents, Application Availability, First Call Resolution) leveraging other teams as appropriate
• Establishes a culture of high performance, transparency and continuous improvement as it relates to the production support services and streamlining of the development pipeline
• Influences changes and system enhancements to business processes, policies, and infrastructure to deliver the most effective IT services
• Decision making regarding resource alignment/dedication and prioritization (people resources, dollars/funding, project criticality) and communicates rationale back to the business
• Monitors/reports on overall performance of team and services provided
• Leads the team in triaging requests for ITSM Workflows from our EDC Partners that are submitted in Cherwell (ITSM Tool)
• Supports the development of User Stories in AzureDevOps tool (ADO) and in AgileDev (ServiceNow)
• Accountable to prioritize work requests for MVP development in sprint cycles (Backlog Grooming & Sprint Planning)
• Accountable to provide visibility to executive level management on product roadmap via Planview tool

Azure Platform Team - Technology Platform Services

Lead for the contract review for Service Offerings and Catalogue - IBM/IPS Managed Services for Azure Cloud

• Determining the right-size scope, effort, cost, and resourcing to accomplish project objectives
• Connect with key stakeholders to successfully align project needs with the Enterprise’s architecture strategy & direction Engage the Delivery Manager early on to develop a continuous flow of communication and influence/trust on all aspects of project related outcomes and priorities
• Facilitate workshops and review sessions with project, business, and technology teams, to map and drive out outcomes and deliverables of the project
• Create a support model to incorporate sustainability into SDVS (Solution Delivery Value Stream) at EDC
• Identify & Contribute to the Change Management strategy including communications & artifacts

SharePoint Upgrade 2016

Lead for upgrade from SharePoint 2010 to 2016. Multiple business stakeholder were e.gaged to determine current processes and, as applicable, customized SharePoint sites. The project was operated as ‘hybrid agile’, with iterative releases to production using TFS as a tool to gather user stories, acceptance criteria, development tasks, defects, and QA related scripts.

• Led the creation of a Kanban board for the project team (transitioned to virtual board in TFS eventually) to adopt a more agile approach to delivery
  Nosheen led huddles using Kanban & TFS boards with the project team and associated stakeholders which included management and tracking of the backlog and work in progress
• Identified risks and operationalized the correct resources for mitigation measures, with quick recommendation and follow up with decision makers (business and technical)
• Prioritized multiple stakeholder requests and managed client expectations, and created KPI's to measure against success
• Prepared effective communications to influence outcomes and preserve positive relationships with business partners

Lead on all project related activities and successfully achieved sign off and timely delivery of the ‘interventions’ system application used by CDIC in the event of a bank failure.

QA Lead for the intranet site in the BS&T group. This also included migration of .asp pages to the new production site.

Project lead included the facilitation of finding documentation on the Shared Drive (large volumes of files), using a Search tool named “Verity/Idol”. The search tool enabled users to retrieve documents based on search criteria. I was responsible for both requirements and testing on this project using JIRA (tool)

Business Process Lead, facilitation of Process modeling workshops. Visio was used to capture current and future state business workflows.

Facilitated multiple stakeholder sessions. This inlcuded designing client interview questionnaires based on self-learning of the current system and also disseminated and organized large amounts of information from multiple users for complex business models and reports.

Established the QA practice for the organization’s “Choice One” benefit enrollment system. This included being responsible for budgeting, defining standards and KPI's for the information technology services within the organization. This included reported on budgetary compliance and performance metrics to executive level management and was responsible for creating workplans and performance reviews based on career objectives for a team of 10 resources.

During the 9 month intensive study at the IT Institute in Toronto, Ontario I was recruited and hired by the American based company "IMA" prior to graduation. Upon completion of this course of study in May of 1998, I re-located to the United States and consulted for major industry sectors such as Healthcare, Utilities, and Finance/Banking in the capacity of a software developer, Business Analyst, QA Lead, and Project Manager - all aspects of the software lifecycle. The position was 100% travel, which provided exposure to different workplace cultures in all parts of the U.S. The following are some key Companies and Locations she has worked in:

Natwest Mortgage - DesMoines, Iowa; Texas Utilities - Dallas, Texas; Irvine, California - Insurance sector; and Atlanta, GA - IMA Headquarters