Profile Image Ranjit Tamhankar

Ranjit Tamhankar

Leader - Project, Change, and Business Analysis

+61 439 208 175

An experienced IT leader, who specialises in leading consulting engagements to streamline and improve business processes and management of large projects and programs. I have over 20 years of experience, spanning across multiple geographies (India, UK, Australia, Malaysia and USA) and domains such as organization change management, project/program management, Lean/Six Sigma initiatives, CMM influenced projects, mentorship and coaching on Business Analysis and Project management best practices.


One Pager

CGI, Melbourne Australia

Senior Business Consultant – Project and Program Management
Feb 2020 – Current
Managing a diversified portfolio of multiple initiatives for a utility client located in the CBD area.
Key Contributions and Achievements:
  • Delivering more than AUD $5M dollars’ worth of initiatives as on date

Own Freelance

Consultant – Project and Program Management, User Experience, Mentor
Mar 2016 – Jan 2020
I provide expert advice, consulting and mentoring services to small scale software development organisations in the areas of User Experience, Project, Change and Requirements Management.
Key Contributions and Achievements:
  • Process and Policy advisor and reviewer for one of the ‘Select’ school in the state of Victoria (VIC). School compliance on learning environment, safety, nurturing values and more.
  • Cultural (UX) and Strategic advisor to Software Product Development organizations. o Help design business collaterals, presentations, content reviews, product reviews o Tactical advisory on behavioural aspects, product readiness, industry acceptance
  • Mentoring numerous Business Analysts as part of the Mentoring program, driven by ACS
  • Judging Collegiate awards applications for National Centre for Women in Technology (NCWIT, USA)

Cognizant Technology Solutions, Australia

Associate Director (Project/Change Manager, Management Consultant)
Feb 2015 – Feb 2016
Managed a diversified portfolio for the Business Process Management (BPM) division of Telstra. Oversee more than 15 projects averaging $4M portfolio for governance, tracking, delivery timelines and resource management. Led and managed PEGA initiatives, combined with key APPIAN projects. Responsible for heading (strategy, design and mentoring) Project Management best practices across the board, resulting in instigating much needed management rigor, process streamlining and governance in the BPM space.
Key Contributions and Achievements:
  • Managed a diversified portfolio of more than 70 initiatives and 40 resources at Telstra, averaging AUD $5M portfolio, for governance, tracking, delivery and resource management.
  • Implemented and Championed Project Management best practices (management rigor, process streamlining, Change Management, SOW reviews, templates and Governance model) across the board, thereby increasing team productivity, efficient resource management and transparent reporting.
  • Contributed to a major business initiative by leading the analysis of Agile (esp. Scrum) tools currently available in the market for their functionalities and offerings from their manufacturers.
  • Advisory to programs (Agile and Traditional) undergoing challenges, mitigating firefighting scenarios and establishing a governance structure/best practices as deem fit.

Cognizant Technology Solutions, USA

Senior Manager (Project/Program; Change; Requirements) and Scrum Master
Feb 2005 – Nov 2014
Execute stellar performance in risk management, issue management, conflict management, and resource management; conduct cost estimations and assess budget versus actual spending for each client project. Serve as key Subject Matter Expert (SME) for best practices related to business analysis, training programs, and requirements gathering; hold Lunch & Learn sessions for Business Analysis and Project Managers.
Key Contributions and Achievements:
  • Evaluate current processes, devise solutions to resolve performance roadblocks, and implement customized strategies as indicated, with a strong focus on meeting or exceeding customer expectations.
  • Execute stellar performance in statutory obligations, process compliance, risk management, issue management, conflict management, and resource management.
  • Led an enterprise HR Transition program, managing technical aspects including but not limited to data requirements and scope changes, design, architecture, data migration, and implementation.
  • Encourage teams and contribute to making better decisions, deliver strategy, manage change and enhance performance.
  • Drive innovation and growth through technology-enabled transformation, while identifying and managing technological, operational and regulatory related risks that may impact business processes.
  • Implemented and monitored project activities (building project management strategy and plans, business cases, managing stakeholders, resourcing, financial reporting, governance, to name a few) through the project lifecycle defined by the CMM Level5, Waterfall, PMI, Six Sigma (DMAIC) and Agile (Scrum) methodologies.
  • Engaged effective strategies to manage stakeholders’ relationships and their expectations by identifying their need, pain areas, business impacts, ROIs and constant communication via transparent reporting.
  • Utilised efficient Change Control mechanisms (ADKAR for example) to formally identify and analyse changes to scope, time or budget, including change readiness and impact assessment.

HTC Global Services India, Malaysia, Australia

Manager-Development (Project/ Change Manager, Process Consultant, Oracle Expert)
Apr 2000 – Jul 2004
Oracle consultancy for clients – AAPT and Department of Housing – based out of Sydney
Key Contributions and Achievements:
  • Led a production support team of 10 to manage and maintain the Housing application system.
  • Implemented business strategies and devised more efficient, results-driven roadmap to productivity improvements.
  • Streamlined processes, revitalized documentation requirements, and generated RM 15K additional revenues for organization using customized business strategies for the client.
  • Transformed the company’s organizational structure from Hierarchical business model to Matrix-based model.
  • Worked with disparate teams to identify, prioritise and finalise projects in-scope and out-of-scope for an ERP style Training/Learning Management System built inhouse to support HR function.
  • Implemented and monitored project activities (building project management strategy and plans, business cases, managing stakeholders, resourcing, financial reporting, governance, to name a few) through the project lifecycle defined by the CMM Level5, Waterfall methodologies.
  • Orchestrated teams for organization-wide training seminars on the transformation changes introduced to ensure all individuals were on-board and trained to achieve success.

Prior Engagements

Project Lead/Business System Analyst (1999-2000); Oracle Application Programmer/System Analyst (1998); Systems Analyst/Programmer (1997-1998); Project Assistant/ Team Leader (1994-1997); Programmer Analyst (1991-1993)
1991 – 2000
Multiple clients, multiple roles
Key Contributions and Achievements:
  • Developed Information Management system for an Accountancy firm serving a super store.
  • Designed device driver for a telecom organisation.
  • Enhancement to several legacy systems, building a new sustem for finance department.
  • Designed banking reports, designed and developed automated system for a textile organisation.
  • Client support – onsite London – on CRM implementation.

Key Skills
  • Project Management
  • Program Management
  • Change Management
  • Business Process Outsourcing
  • Software Development Life Cycle (SDLC)
  • Waterfall, DMAIC and Agile-Scrum methodologies
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