1. Rajesh Pandita (Singapore PR)
PMP Certified , ITIL Certified
rajeshpandita123@yahoo.com
Mob: +65-90082061
Home: +65-64057595
Current Role
Executive
Summary
Regional IT Project/Program Manager
IT Business leader with around 16 years of experience with Global IT
Applications, Project/Program Management and Strategic Business
Systems Operations. Led multiple IT Applications implementation
projects including key finance business transformation initiatives in
Banking, insurance, manufacturing & Telecom sectors.
Specialties: IT Project and Portfolio Management, Application
management & Application Integration, Global ERP Implementations,
Data warehouse & Analytics, IT Operations, Vendor & Contact
Management, Stakeholder Management, Process improvements & IT
Audits.
Consulting experience with IBM, TCS, Ness Global and Mahindra
Satyam with a proven track record of delivering large scale projects at
companies like Bharti Telecom, Agilent Technologies, Panasonic,
cannon, CISCO etc.
Core competency includes Systems Integration, Oracle ERP, Data
Warehouse & Business Intelligence (BI), IT Strategy & Program
Management.
Educational background includes Bachelor in Science, Master in
Computer Applications and Diploma in Systems Management.
Project Management Professional from PMI and ITIL from Exim.
Technical Skill: Oracle ERP, Oracle DB, Oracle BI, Oracle PL/SQL &
Reports, Unix, QC testing tools.
Education
Degree University Year of Passing
Master in Computer
Applications
Pune University- India 1997 , 1st
Class
Bachelor in Mathematics Kashmir University-India 1994 , 1st
Rank

2. Diploma in System Mgmt. NIIT 1995 , 1st
Grade
Professional Experience
Organization Designation Duration
AIG Singapore Regional Program
Manager
Since Oct,2012
Deutsche Bank Singapore Project Manager Oct 2011 - Sep, 2012
OCBC Bank Singapore Assistant Vice President Nov, 2007 - Oct , 2011
Ness Global Singapore Project Manager Jan, 2007 – Nov, 2007
American Express Project Manager (Oracle
ERP)
Mar, 2006- Oct, 2006
IBM Global Services, India Project Lead Nov, 2004 – Feb, 2006
Mahindra Satyam, India Project Lead Nov, 2002 – Oct, 2004
TCS , India Sr. Software Engineer Sep, 1997 – Nov, 2002
Professional Experience
AIG Singapore since Oct, 2012
Role: Regional Project Delivery Manager/Program Manager
Key projects
• Regional Marketing intelligence Data Warehouse & Analytical Reporting
(Jan, 15 to Nov, 15).
• Mobile Application implementation (Agency/Consumer base) - (Oct,14 –
Dec,15).
• AIG- Legal Restructuring – ( Jan, 14 – Dec, 14) - $2 M
• Salesforce Agency Management system implementation – 1.2M
• AIG Agency Portal Development
• Global Financial reporting – to get detailed view on company’s annual
performance - (Nov, 12- Apr, 14) - $6 M
• China ERP software & Hardware upgrade (Dec, 13 – May, 14) - $2 M
As a Project Manager I am responsible for:
• Successful and timely delivery of these projects within the approved budget.
• Resource management & Costing.
• Understanding client’s business needs, priorities and manage expectations
and relationships.
• Management of multiple external vendors, including both onshore and
offshore Managing

3. • Stakeholder management & communication across different work streams.
• Maintain risks and issues register, produce weekly report for stakeholders,
report on progress to senior management at regular steering groups.
• Monitor team performance and conduct performance reviews
• Post Implementation Reviews and formal project closure.
• Project auditing, Application support.
Deutsche Bank Singapore Oct 2011 - Sep, 2012
Role: Project Manager
Key projects executed
• Implementation of Regulatory Reporting Platform across
APAC locations (Oct, 11 – Aug, 12) - 5+ M
As a Project Manager I was responsible for:
• Successful and timely delivery of these projects within the approved budget.
• Resource management & Costing.
• Understanding client’s business needs, priorities and manage expectations
and relationships.
• Management of multiple external vendors, including both onshore and
offshore Managing
• Stakeholder management & communication across different work streams.
• Maintain risks and issues register, produce weekly report for stakeholders,
and report on progress to senior management at regular steering groups.
• Monitor team performance and conduct performance reviews
• Post Implementation Reviews and formal project closure.
• Project auditing, Application support.
OCBC Bank Singapore Nov, 2007 - Oct, 2011
Role: Project Manager

4. Key projects executed
• Oracle ERP Financials Implementation for Malaysia- (Oct,09-
Sep, 11) - $5 M
• Oracle HRMS implementation for Bank of Singapore, OCBC
Subsidiary (Mar 10 – Sep 10)- 0.5 M
• Oracle ERP General Ledger Chinese language Transformation
project- UTF8 Conversion (Feb, 09 – Aug, 09).
• Oracle ERP General Ledger Transformation project for China
(Nov, 07 – Dec, 08) - $3 M
As a Project Manager I was responsible for:
• Successful and timely delivery of these projects within the approved budget.
• Resource management & Costing.
• Understanding client’s business needs, priorities and manage expectations
and relationships.
• Technical architecture & complete solution design. Played additional role of
SME
• Management of multiple external vendors, including both onshore and
offshore Managing
• Stakeholder management & communication across different work streams.
• Maintain risks and issues register, produce weekly report for stakeholders,
report on progress to senior management at regular steering groups.
• Monitor team performance and conduct performance reviews
• Post Implementation Reviews and formal project closure.
• Project auditing, Application support.
Ness Global Services Singapore Jan, 2007 - Oct, 2007
Role: Technical Project Manager
Key projects
• Oracle ERP Implementation (Oracle Financial/Distribution
applications) for Panasonic Singapore (Jan, 07 – Oct, 07) – $2 M
As a Technical Project Manager I was responsible for:
• Technical delivery (Analysis, Design, Build, Testing & deployment) of the
project within the approved timelines.

5. • Technical architecture & solution design.
• Resource management & Costing.
• Understanding client’s business needs, priorities and manage expectations
and relationships.
• Stakeholder management & communication across different work streams.
• Maintain risks and issues register, produce weekly report for stakeholders,
report on progress to senior management at regular steering groups.
• Monitor team performance and conduct performance reviews
• Post Implementation Reviews and formal project closure.
American Express, India March 2006 – Dec 2006
Role: Project Manager
Key projects
• Global Oracle ERP Financial Implementation (General Ledger)
(Mar, 06 – Oct, 06) - 3 M
As a Project Manager I was responsible for:
• Successful and timely delivery of these projects within the approved budget.
• Controlling budgets, scheduling resources, and recommending
implementation approaches.
• Understanding client’s business needs, priorities and manage expectations
and relationships.
• Technical architecture & solution design. Played additional role of SME as
well.
• Management of multiple external vendors, including both onshore and
offshore Managing
• Stakeholder management & communication across different work streams.
• Maintain risks and issues register, produce weekly report for stakeholders,
report on progress to senior management at regular steering groups.
• Monitor team performance and conduct performance reviews
• Post Implementation Reviews and formal project closure.
• Project auditing, Application support.
IBM, India Nov, 2004 – Feb, 2006
Role: Project Lead

6. Key projects
• Oracle ERP Implementation (Financials/Commercial/ HR
applications) for AIRTEL India (Dec,04 – Jan, 06)- 1 M
As a Project Lead I was responsible for:
• Successful and timely IT Delivery of the project within the approved budget.
• Technical Design, Build, Test, UAT & deployment.
• Technical Documentation preparation.
• Resource allocation to different deliverables.
• Data Conversion methodology from Multiple Instances to Single
Consolidated Instance.
• Interface Design & Development.
• Status reporting to respective stakeholders.
• End user Training for performing UAT.
• Managing technical dependencies with cross dependent teams.
Mahindra Satyam, India Nov, 2002 – Oct, 2004
Role: Sr. Software Analyst/ Project Lead & responsible for Development & team
management.
Key projects
• Oracle ERP migration from 10.7 to 11i for CISCO US.
• BI Reporting Implementation for Agilent Technologies.
TCS Limited, India Sep, 1997 – Oct, 2002
Role: Software Analyst and responsible for Core Development.
References:
Sanju Kaul, Associate Director – Standard Chartered Bank Singapore
Mobile# 65-98209770
Rajesh Pandita

7. Key projects
• Oracle ERP Implementation (Financials/Commercial/ HR
applications) for AIRTEL India (Dec,04 – Jan, 06)- 1 M
As a Project Lead I was responsible for:
• Successful and timely IT Delivery of the project within the approved budget.
• Technical Design, Build, Test, UAT & deployment.
• Technical Documentation preparation.
• Resource allocation to different deliverables.
• Data Conversion methodology from Multiple Instances to Single
Consolidated Instance.
• Interface Design & Development.
• Status reporting to respective stakeholders.
• End user Training for performing UAT.
• Managing technical dependencies with cross dependent teams.
Mahindra Satyam, India Nov, 2002 – Oct, 2004
Role: Sr. Software Analyst/ Project Lead & responsible for Development & team
management.
Key projects
• Oracle ERP migration from 10.7 to 11i for CISCO US.
• BI Reporting Implementation for Agilent Technologies.
TCS Limited, India Sep, 1997 – Oct, 2002
Role: Software Analyst and responsible for Core Development.
References:
Sanju Kaul, Associate Director – Standard Chartered Bank Singapore
Mobile# 65-98209770
Rajesh Pandita