As a contractor I am providing IBM ELM consulting services and leading integration of IBM ELM DOORS Next with Enterprise Architect Sparx Pro Cloud Server via REST API (SBPI integration is not applicable in this case). My roles in the integration project are: Architect, Analyst and Team-lead. IBM DOORS Next Reportable API and OSLC API are being used for this integration.Designed IT-product for a startup.

In December 2020 I've taken charge of IT in HR-department. My team (35 FTE) was responsible for several business-critical IT-systems (HRO&RPO) operations and development. It was a crisis period for the team, after loosing several key employees with their knowledge. I've provided stable IT-service for the business, structured IT-budget in terms of business-services. I was responsible for P&L of 2 teams in 2020 FY and had planned consolidated budget for 2021FY (I had to cut 40% of consolidated annual budget). I was facilitating communications of my team with internal customer, communicated with sub-contractors (and I've got a discount for services of one of them). On this posotion I was slightly involved into SW design activities - I was only making decisions for major business critical systems, not being envolved into whole design.After reorganization my position was closed, and I've decided to not onboard for the next position at IBS and to leave the company (it was a balanced decision)

After acquisition of Aplana by IBS part of my team responsible for Atlassian services was transferred to the parent company and I've focused on IBM CLM/ELM projects.Besides acting on my projects as Senior Consultant, Project Manager and Team Lead I've detected and fixed several design defects, designed several new features and enhancements - both with reference to plug-ins for IBM ELM implementations

As Deputy Head of Consulting Center I made several improvements to project management for my teams. I had an objective to reach Atlassian Gold Solution Partner, so we started tracking our project tasks, time-sheets and change requests with Jira and documenting projects with Confluence. After expanding the team to 12 FTE and gaining Atlassian Gold Solution Partner status I had portfolio of Atlassian services projects with annual budget about $400k and IBM CLM/ELM projects for $200k, all budgets per each financial year in this period.For Atlassian projects I was acting as PMO manager (sharing this functions with the Head of Consulting Center, who was responsible for whole P&L), backing Project managers on most complex projects and helping with change management. Projects of Atlassian team were focused on following services:- implementation of Jira SW/SD, Confluence- migration to Jira- upgrades of Jira- support For IBM CLM/ELM projects I was acting as an Architect, leading 2-3 of them during this period as Project Manager plus Team Lead and executing part of tasks as a Senior Consultant.I was still remaining a main contact (or technical account manager) for enterprise client for all requests regarding to my projects, including financial documents

On this position I had Project manager under my command, to whom I've passed two projects where I had been still participating as an IBM CLM Expert.I was running projects for VIP-customer - implementation, support and development of IBM CLM instance in enterprise environment. I was performing full-cycle:- defining scope of project- planning implementation and resources- leading team through the projects- coordinating works with co-executor- proceeding change-requests and making decisions on critical for project issues- planning and leading support- managing budget- running acceptance testing, providing deliverables and closing project phases

I was promoted to Senior Project Manager position from Technical Consultant and started leading my projects. I was defining requirements and criteria of success together with customer, planing tasks and using resources of Consulting Center when needed.I've completed several projects (4-5 per each year in this period) with IBM Rational Suite SW, which can be categorized as:- methodology projects (approved by customer documents delivered)- digitization and digitalization of software development process (for my customer and their contractor)- support of different instancesBesides this I was participating in projects being lead by other PMsIn 2012 I've completed PMI PMP course + preparation and was going to pass the exam, but had to cancel this plan due to growing workload on a critical project (I had written the concept of SDLC for enterprise customer, now had to proceed comments to document from stakeholders through whole country and satisfy them to let the document be approved by CIO). The concept of SDLC was approved but I had lost my PMI points

I've joined Aplana as IBM Rational Technical Consultant. Participated in several projects for several customers across Russia (IBM Rational Suite, IBM Rational Jazz)

After reorganization I've joined the group of IT services management at the management company. I've developed solution which automated reports generation for top-management weekly status

I was acting as in-house IBM Rational Suite & RUP Consultant (software development lifecycle), providing services for several teams. I've completed a number of projects of IBM Rational Suite adaptation, which typically consisted of surveys of process as-is, design of to-be and iterative implementation with feed-back gathering

I've started my career here as IBM Rational ClearCase administrator. During next years I've mastered other IBM Rational Suite tools (ClearQuest, RequisitePro, Test Manager, Rose, SoDA, Multisite, Crystal Reports with CQ).I still remember these tools pretty well (I solved some issues in 2020 during pre-sale for potential customer)