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Vish Muralidharan

Director of Integrated IT Services

+1 513 478 7004

askvishnu@gmail.com

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Contents

Brief Profile Of Vish Murali

Core Competence Summary And Key Client Engagements

Summary of Leadership Results Delivered

Overview of Experience Profile of Vish Murali

Vish’s Approach To Business Transformation And Technology Portfolio

Management

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Vish Muralidharan Director of Integrated IT Services

18 years of Global SAP / ERP Portfolio and Program Management

Cell: +1 513 478 7004

• Business Transformation Leadership and Execution

• Business Stakeholder Relationship mgmt. - IT and Business Strategy Integration,

• Large scale multi-year global transformation program planning and execution leadership

• Benefits planning, Strategic Value Assessment and Executive oversight

• Global IT Strategic Portfolio Mgmt. Office CoE – Vision, Strategy, Plan, Build, Operate

• Systems Integration vendor selection, contracting, capability enhancement and mgmt. –

Distributed Delivery / Competency Centers

• Executive decision enablement , advisory and support analysis

• Portfolio Mgmt, – Demand, Capacity, Balancing, Optimization, Resource allocations,

Budgeting, Portfolio Dashboards / portals / tools, Integrated portfolio planning, Risk mgmt.,

Requirement traceability mgmt. system, SDLC, Continuous Process Improvement Planning,

Strategic Portfolio Risk Management, Portfolio consolidation.

• Portfolio Information Mgmt. System (PIMS)

• Specific SAP competencies includes – SAP lead Business Transformation, SAP Global

Operations, Global Common Template design & deployment, Technical Codebase

standardization, Functionalities Standardization and Roll-back planning, Performance &

Capacity mgmt., SAP Center of Excellence, Upgrade and Instance consolidation, Data

Migration and Data Quality Management, Capability & Competency building, Continuous

Improvement Planning, Mobile Integration & User Experience Enhancements, Tech Evaluation

& Adoption planning, Enterprise Architecture etc.

Core Competencies

Key client engagements on Strategic Portfolio Management Office & Business Transformations

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Credentials

• MBA – Finance, MIS, Marketing, Corporate Strategy • Post Graduate Diploma in MIS • Certified Business Transformation Manager - BTA • Certified in 6 SAP Modules • Certified SAP Enterprise Architect • Certified ITSA, ITSM ITIL, Professional • Certified Project Mgmt. Professional

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Currently leading Business Model led Business Transformation Corporate

Initiative for NRG Energy leading to Integration OF Business Strategy and IT

Strategy.

Established BTA’s BTM Center of Excellence for Consumers Energy EDSI Program.

Implemented Berkley’s Project Management Process Maturity (PM)2 Model for

Proctor and Gamble’s Global Business Technology Services – SAP Transformation

Office

Established Benefits management framework and performance score-card for

Union Pacific Railroad company to manage and measure over $75 million in capital

Spend on IT led business transformation projects

Led and Business and IT Integration initiative to establish SAP project evaluation,

prioritization and selection methodology for the Continental Tire USA and align the

processes with Continental’s Global Strategy Management Office – Currently being

used to manage more than 200,000 hours of annual project effort.

Led, Architected and implemented Portfolio Management Information System aligned

with PMI PMBOK Portfolio Management framework for BMW Financials – Portfolio

functions automated included Portfolio Budgeting and Planning, Business

Strategy - Portfolio alignment benefits tracking, Integration with SharePoint for

portfolio document management, Automated and real-time status dashboard

reporting, Demand and Resource Capacity management processes.

Successfully established multi-stream IT Portfolio Center of Excellence for Consumers

Energy resulting in clear traceability of business strategy execution into IT projects and

benefits realization – 30% reduction in transformation project execution cost and

45% reduction in IT project waste.

Created state-of-the-art SAP Operations Center of Excellence for Consumers

Energy at Jackson, Michigan.

Established Strategic Portfolio Management Office for Consumers Energy to manage

their annual $150 million smart energy transformation technology spend Ramped

up from a dozen to 150 resources.

Designed and executed one of the complex SIAM operating model for a Fortune 50

involving 8 primary vendors - 350 SLAs and 90 Business KPIs.

Led the implementation of HP Project & Portfolio Management tool for Proctor &

Gamble.

Advised / Audited Ford Motor Company’s Strategic PMO initiative for SAP SPM

implementation for its dealer network platform.

Established SAP Demand Management Office for Consumers Energy to manage

monthly 10,000 hours of the SAP Minor enhancements – 80% increase in demand

forecasting, 90% availability of the on-time resourcing.

Key Representative Accomplishments – Global Business Transformation and IT Portfolio Management Competencies

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Provided Business Transformation Leadership Global Supply Chain Modernization

program for world’s largest CPG enterprise – Proctor & Gamble Roll-back

custom SAP solution to SAP standard solution.

Led global SAP ERP Upgrade & Data standardization program for Proctor &

Gamble – SAP ERP 4.6 SAP ECC 6.0, 200 plant / sites, 500+ warehouses,

74,000 users, 17 TB of data standardization and Master Data Unification, Unicode

25,000+ custom objects, 160+ resources globally.

Architected and Established SAP Center of excellence for Proctor & Gamble,

Ford, Union Pacific Railroad, Norfolk Southern and Consumers Energy to build in

house capabilities for evolving SAP ERP solution landscape.

M&A Integration of SAP AR/AP/GL & financial reporting Systems Open Items

Migration to the tune of $11.2 Billion from Legacy SAP 4.5 to SAP ECC 6.0.

Developed Sales Order and Shipping Global / Local Template for world’s largest

PC manufacturer for standardizing and streamlining Supply Chain processes for

25,000 dealers globally.

Led implementation of world’s largest SAP IS-Oil Midstream implementation for

Aramco Business Transformation initiative.

Established one of its kind SAP world-class SAP ERP performance and operations

monitoring team for TXU energy SAP Operations to perform proactive and predictive

identification of potential issues resulting in reduction of the unplanned system

downtime by 50% - SAP SOLMAN, CA Wiley, Dell Foglight and HP APM solutions

were used to monitor 100+ global SAP instances.

Led SAP Master Data Consolidation, Cleansing and Centralized Distribution for

more than 400,000 material SKUs SAP DS/DQM and SAP MDM.

Improved SAP ERP SLA & Business KPI performance and adherence to 97% from

50% in 12 months SIP, CIP and Events Automation.

Stabilized SAP global production instances with 80% reduction in number of

Severity 1 incidents and 60% reduction in the Severity 2 incidents with in 12

months Problem Management, Incident Predictive & Avoidance techniques.

SAP CRM Continuous Improvement Program for Call Center IT Performance &

Availability of the Call Centers 50% reduction in downtime and 40%

improvement in performance baselines.

Key Representative Accomplishments – Technology leadership

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Automotive 5

28% Manufacturing

(Com and N-Com) 6

33%

Utilities (Electric & Gas)

3 17%

Oil & Gas 2

11%

Hi-Tech 2

11%

Industry Experience Composition

ABAP Technical Lead

1 6%

SAP Solutions Architect

2 11%

Production Supervisor

1 6%

SAP Project Manager

2 11%

Program Manager 2

11%

SAP Enterprise Architect

2 11%

Portfolio Manager 4

22%

SAP Portfolio Director

4 22%

Progressive Position Experience Composition

18 Years 18 Years

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Contents

Brief Profile of Vish Murali

Core Competence summary and key client engagements

Summary of the leadership results delivered

Overview of the experience profile of Vish Murali

Approach SAP Business Transformation and Technology Portfolio

Management

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RUN the Business CHANGE the Business BUILD the Business

IT Asset Portfolio IT Projects Portfolio IT Discovery Portfolio

Operational Medium- to Short-Term Long-Term

Return on Investments Investment Allocation Investment Planning

Business Value Realization Business Value Delivery Business Value Discovery

BUSINESS

TRANSFORMATION

BUSINESS

STRATEGY

IT PORTFOLIO MANAGEMENT

PRACTICE

IT Portfolio Management is a practice

of applying scientific, economic and

organization behavioral principles

towards selection, rationalization,

execution and management of the IT

projects to discover, deliver, align

and realize business strategy and

enhance stockholder returns on IT

investments…

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Means to achieve business strategy

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META Management

Orchestration of individual disciplines: Guidelines, Leadership, Culture, Values and Communication

STRATEGY MANAGEMENT

COMPETENCY &

TRAINING

MANAGEMENT

VALUE MANAGEMENT

RISK MANAGEMENT

BUSINESS PROCESS

MANAGEMENT

PROGRAMS /

PROJECT

MANAGEMENT

TRANSFORMATIONAL

IT MANAGEMENT

ORGANIZATIONAL

CHANGE

MANAGEMENT

ENVISION ENGAGE TRANSFORM OPTIMIZE

PROJECT START-UP AND AS-

IS DATA COLLECTION

DEFINE INTEGRATED

TRANSFORMATION PLAN

DESIGN BUSINESS MODEL

DESIGN BUSINESS VISION

ANALYSIS OF

TRANSFORMATION NEEDS

AND CAUSES (80/20 RULE)

Detailed Benefits Estimation

Plan Benefits Realization

Risk Identification

Business Process Analysis

Solution Architecture

Setup Change Plan

Need, As-is And Gap Analysis

Program / Project Initiation

Risk Mitigation Plan

Process To-be Design

IT Deployment Planning

Stakeholder Comm. and Perf.

Mgmt.

Training Preparation

Program / Project Planning

Realize Benefits Benefits Review And Evaluation

Execute Risk Mitigation Plan

Process Implementation

IT Deployment & Testing

Execute Change Plan

Training Execution

Program / Project Realization

Risk Monitoring

Process Evaluation

Plan IT Operations

Change Monitoring

Establish Potentials For Further Benefits

Review And Evaluate Risks

Run, Monitor And Optimize

IT Operations And Service

Optimization

Ensure Sustainable

Change

Transfer, Application And Evaluation

Program / Project Closure

IT Lifecycle Management

Improve Organization

Change Readiness

Indicates where Vish Murali has hands-on experience in applying them for large global transformation programs Indicates where Vish Murali has experience contributing to these functions as part of transformation programs

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PROCESS GROUPS

Defining Aligning Authorizing and Controlling

PO

RT

FO

LIO

MA

NA

GE

ME

NT

KN

OW

LE

DG

E A

RE

AS

Strategic Mgmt. Develop Portfolio Strategic Plan

Develop Portfolio Charter

Develop Portfolio Roadmap

Manage Strategic Objectives

Governance Mgmt. Develop Portfolio Mgmt. Plan

Define Portfolio Optimize Portfolio

Authorize portfolio

Provide Portfolio Oversight

Performance Mgmt. Develop Portfolio Performance

Mgmt. Plan Manage Supply & Demand

Monitor progress

Trend KPIs

Communications Mgmt. Develop Portfolio Communications

Mgmt. Plan Manage Portfolio Information

Risk Mgmt. Develop Portfolio Risk Mgmt. Plan Manage Portfolio Risks

Portfolio Management Lifecycle Management

Annual / Half yearly

Aligned with Org’s strategy review

cycle

Mandatory Process set

Stage-gate Driven

Focus on OPTIMIZING portfolio

components

Performed immediately after the

Defining process groups

Ongoing portfolio activities

Annual / Half yearly

Aligned with Org’s strategy review

cycle

Mandatory Process set

Stage-gate Driven

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META Management

Orchestration of individual disciplines: Guidelines, Leadership, Culture and Communication

DIRECTION ENABLEMENT

STRATEGY

MANAGEMENT

COMPETENCY &

TRAINING

MANAGEMENT

VALUE MANAGEMENT RISK MANAGEMENT PROCESS

MANAGEMENT

PROGRAMS / PROJECT

MANAGEMENT

IT TRANSFORMATION

MANAGEMENT

ORGANIZATIONAL

CHANGE MANAGEMENT

AS-IS Data Collection Competence Strategy Baseline Analysis 360o Risk Management Determine Scope Analysis Program Management &

Governance

Business And IT Capability

Assessment Set-up Governance

Analysis Of Needs And

Maturity Level Training Need Analysis Value Estimate

Deep Drives For Strategic

Risk A Areas

From Template To Bespoke

Inventory

Program & Project

Integration Mgmt. TO-BE Analysis Stakeholder Management

Design Business Vision AS-IS Analysis Detailed Business Cases Assess Transformation

Business Cases

Identify Improvement/Add

Attributes Scope Management Gap Analysis Change Agent Network

Design Business Model Gap Analysis Agree Ownership And

Realization Define Risk Strategy Model Selected Processes Cost Management IT Roadmap Plan

Communication

Management

Integrated Transformation

Plan Curriculum Development Plan Benefit Realization

Risk Management

Execution

Plan Process

Implementation Quality Management

Solution Architecture

Design

Performance Management-

Project Teams

Business Case Training & Preparation Execute Benefits

Realization Risk Monitoring Implement Processes

Human Resource

Management IT Deployment Plan

Performance Management-

Business

Organizational Model Training Review And Evaluate

Results

Identify Additional

Improvement Evaluate Processes

Procurement / Vendor

Management

IT Operations & Service

Optimization

Change Readiness

Assessment

Risk Analysis Evaluation & Improvement Establish Potential For

Further Benefits

Risk Management As Part

Of Board Governance Establish CIP Program reporting IT Lifecycle management Change monitoring

INTEGRATION OF BTM2 AND PORTFOLIO MANAGEMENT PROCESSES Portfolio Mgmt. Office Directly Accountable BTM Office Directly Accountable

Shared Functions

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Current state analysis of IT PMO maturity –”As-Is”

Identify and evaluate

existing portfolio mgmt.

knowledge level

Assess Business and IT

Strategy Integration

Assess current Project /

Program KPIs

Assess current state

PMO organization

structure

Assess Sr. Mgmt.

understanding of ITPM

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Define IT PMO VISION, MISSION, OBJs – “To-Be”

Perform GAP-FIT Analysis

Develop IT PMO ROADMAP to achieve “To-Be”

Implement the portfolio mgmt. processes, Tools and Stds.

Realization and Stabilization

Continuous Improvement

Drive consensus on the

common Vision, Mission

and Objectives for IT

PMO with the sponsors

and key stakeholders

Create Strategic IT PMO

Org Structure

Define stepwise IT PMO

maturity goals and

timeframes

Define goals by maturity

level of IT PMO

Identify gaps between

the “As-Is” and “To-Be”

state

Rank the gaps on the

scoring scale for

determining the priority

of execution

Perform financial impact

analysis for the various

gaps

Determine Risk scores

for the gaps

Determine list of

initiatives for achieving

“To-Be” state

Seek Stake holder buy-

in on the roadmap

Educate Implementation

taskforce on the

Roadmap and timelines

Determine finance

funding model and

approval

Begin implementations

Identify phased process

roll-out plan

Automate IT PMO

processes using PMIS

Educate various

divisions on the IT PMO

Identify IT PMO liaison

for each business unit

by geography

Roll-out IT PMO

transaction calendar

Phased roll-out of the IT

PMO processes and

tools

PMIS adoption and

usage monitoring

Corrective planning

KPI and Key Measure

monitoring

Data accuracy and

SPMO Calendar

monitoring

Identify and evaluate

existing portfolio mgmt.

knowledge level

Assess Business and IT

Strategy Integration

Assess current Project /

Program KPIs

Assess current state

PMO organization

structure

Assess Sr. Mgmt.

understanding of ITPM

ITPM Maturity score

Heat map for the current

state adoption of ITPM

best practices

Business-IT Strategy

alignment report

IT PMO Strategy

document

IT PMO integration with

Corporate Strategy

document

IT PMO Charter for CAT

Define imp. taskforce

GAP-FIT Document

Scenario analysis of the

various IT PMO options

Risk management plan

Resourcing plan

Schedule and cost

estimates

COMMUNICATION PLAN

Initiative lists

Roadmap document

Funding model and

budget approval

RFI /RFP

Implementation Partner

selection

IT PMO process, tools

and key dates training

Phased go-live plan

execution

KPI, EVMS Data mart

Online ITPM Dashboard

/ Collaboration portal

GAP-FIT Document

Scenarios analysis of

the various IT PMO

options

GAP-FIT Document

Scenarios analysis of

the various IT PMO

options

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Foundation

Basics

Value Management

Optimization

Core Competency

YEAR 1 YEAR 2 YEAR 3 YEAR 4

73% of the Global 2000 enterprises believe that Portfolio management practice will be successful

only if the Senior Management is committed to it.

Enterprise

Strategy

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12%

18%

21%

29%

32%

34%

35%

40%

45%

58%

59%

73%

SUPPLIER RELATIONS

SUSTAINABILITY

SHARE OF MARKET

EMPLOYEE SATISFACTION

INTERNAL KNOWLEDGE SHARING

INNOVATION

REGULATORY COMPLIANCE

IMPROVED DEVELOPMENT COSTS

IMPROVED ROI

REVENUE GROWTH

COST REDUCTION

CUSTOMER SATISFACTION

5 Key drivers for Effective Portfolio Management

78%

SENIOR MGMT.

RECEPTIVITY

66%

COMPETENT PORTFOLIO

GOVERNANCE

62%

STANDARDS AND METRICS

59%

CONSISTENCY & LOGIC OF

ORG. STRATEGIC OBJS.

58%

MATURE PROJECT

MANAGEMENT OFFICE Source: PMI 2012 Global

Portfolio Mgmt. Professions

Survey | 443 Prf Managers,

41% > USD5B, 7% Mfg

Industry

Why Do Organizations Practice Portfolio Management

Represents potential

imperatives for Caterpillar

for implementing ITPM 15

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18%

28%

30%

30%

33%

36%

37%

46%

46%

46%

82%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

LACK OF RELEVANT TRAINING STAFF ON ITPM

LACK OF ADEQUATE STAFF TO GATHER AND ANALYZE THE RESULTS

LACK OF GOOD KNOWLEDGE OF IT BY THE BUSINESS AND STRATEGY DECISION …

TOO MANY AND TOO OFTEN CHANGES TO IT SCOPE

LACK OF BASELINES TO QUANTIFY IMPACT AND RESULTS

INCORRECT INTERPRETATION AND MISUSE OF ITPM MEASURES TO MAKE SPENDING …

STAFF TURNOVER IS A MAJOR ISSUE FOR IMPLIMENTATION

LACK OF RIGHT METRICES TO MEASURE VALUE

LACK OF LEADERSHIP AWARENESS ABOUT IT ROI APPLICABILITY

IT STAFF LACK WORKING OF THE FINANCIAL CONCEPTS

ESTIMATING IT BENEFITS IS A MAJOR CHALLENGE

Source: 2009 survey conducted by Kellogg School of Management,

Diamondcluster and Society of Information Management. 130 Senior IT

executives from fortune 250 companies were interviewed on ITPM

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Vish Muralidharan Director of Integrated IT Services

Cell: +1 513 478 7004

E-mail: askvishnu@gmail.com