Project Description

Shivanand Manoor

Shivanand Manoor

Senior Project Manager

Areas Of Expertise:

  • Business Process Re-engineering
  • Business Operating Model
  • Project Management
  • Vendor Management
  • Business Analysis
  • Requirement Analysis
  • Resource Management
  • Change Management
  • Project Planning
  • Invoicing and Payment
  • Budget Management
  • Project Scheduling


  • Master of Business Administration – Finance and Marketing
  • Bachelor of Science – Physics, Mathematics, Computer Science
  • Lean Six Sigma

About Shivanand Manoor

Shivanand is an experienced project manager offering 12+ years of success leading all phases of technology and business projects. He has an advanced level understanding of MS project scheduling, resourcing and budgeting and proficient in application development and systems integration projects.
Shivanand is a Business Strategist experienced in planning and managing multiple multi-million dollar projects with an ability to conceptualise, launch and deliver projects aligned to business strategy within budget and customer requirements.

What Shivanand brings

  • Specialist in business process and operating model design.
  • Expert in agile and waterfall project management philosophies.
  • Industry experience across manufacturing, banking and retail verticals including supply chain management.
  • High analytical skills with the ability to communicate technical concepts into business teams.
  • Excellent communicator and proven ability to manage large scale organizational change.

Key Clients:

  • Boral
  • Visy Industries
  • SPC
  • Power-Packer
  • BMI
  • NAB
  • Tech Mahindra
  • Alinta Energy
  • Worksafe Victoria

Key Achievements:

As a Program Manager at Worksafe Victoria, Shivanand managed a complex Data Modelling and Data Remediation Program relating to Salesforce CRM with key responsibility to lead Salesforce partner and client teams. He was instrumental in creating a Program Plan including a business case. He led Program Management of the multi-faceted engagement and his responsibilities were to set Program goals, assess delivery approach, implement program and project tracking methodology, quality management processes, reporting and managing stakeholder communications. Shivanand led the team to: document the Salesforce CRM ‘As-Is’ data model; develop a future state data model; develop data remediation and migration strategies and processes; develop implementation methodologies; lead and assist enterprise and downstream system impact assessment; assist in re-designing the data governance processes; provide inputs to WorkSafe’s Architecture team; assist in standing up a BAU Data Cleansing team and implement the future state operating model and processes. In this role Shiva was accountable for developing detailed integrated schedules, conducting daily stand ups and weekly project status meetings, and preparing materials and input to Steering Committee meetings. Shiva reported program KPI’s, created, monitored and maintained program deliverables, dependencies and managed risks and issues.

As Senior Project Manager in the Alinta Energy’s Data & Analytics team, Shivanand was responsible to lead vendor and client teams to implement and track data strategy. He led project management of the data program that sets goals, standards, quality management processes, reporting and technology. Shivanand led the data sourcing, modelling and consumption teams to deliver Data and Analytics stream projects such as Tableau report remediation and financial planning, budgeting and reporting implementation. As a value add, Shivanand led the Data and Analytics BAU team ensuring timely closure of service / enhancement requests by the Alinta business teams. He was broadly accountable for developing detailed project schedules, holding weekly status meetings, creating milestones, assigning responsibilities and working with stakeholders to keep the program on track via effective reporting.

As Program Manager at Boral, Shivanand ensured that the multimillion-dollar national roll-out of an AWS based telematics platform was delivered weeks ahead of time and on budget. Shivanand trained the business teams in business process design and operating model creation. In addition, he re-engineered their business processes such as device management, service management, inventory management and financial processes such as charge back and vendor payments. Shivanand designed their operating model and ensured its implementation to achieve 97% availability of their trucks across Australia. He used agile philosophy to assist 20+ client and 20 Vendor IT design and implementation consultants to design and implement a CoE and an IT operating model. He led, facilitated and monitored device & vendor identification and negotiations, development and testing consisting of complex integrations with five cloud-based northbound applications and downstream devices for their national fleet. He reported program KPI’s, created and monitored program deliverables, dependencies, issues and risks and ensured timely closure of risks.

As Program Manager at Boral, Shivanand steered the business process re-engineering and implementation of an RPA CoE. He assisted business teams to select the right business processes for design using process maturity and design metrics, develop business cases for the selected business processes and created tools and templates to prioritise the re-engineering based on business benefits and its impact on their department KPI’s. Shivanand also led the selection of an automation tool and the development of 10 Bots to automate procure-to-pay, customer order and customer project processes in AWS cloud yielding a 62% reduction in AHT. Shivanand managed project plans, created and maintained program risk register, deliverable and milestone tracker, resource tracker and program reporting. He developed and implemented program governance structure, program induction report, communication plan and risk mitigation plans. He successfully delivered it as an industry-leading best practices and transitioned the Bots to the support team (BAU) within five months.

As Project Manager at Visy Industries, Shivanand directed the study of the eCommerce business. Shivanand mapped and engineered the business processes and created a product & vendor selection strategy to build a new eCommerce portal including the pilot development of the portal using Magento and intricate integrations. He developed a plan to implement the pilot eCommerce portal, maintained the plan, managed vendor resources to develop the portal, liaised with Client Program Manager to ensure availability of their business and IT stakeholders for UAT and business verification testing. Shivanand developed and communicated a recurring two-week rolling plan to all the stakeholders with a granular activity chart for each stakeholder. This resulted in achieving seamless migration to the new eCommerce platform with transparency to their end customers with a potential to increase their sales.

As Program Manager at SPC, Shivanand managed a complex 24-month CFO sponsored business improvement projects. Shivanand redesigned their demand management, production planning, warehouse management, inventory planning and management, bill of material management, costing and financial business processes using 3 business consultants and 20+ client cross functional team. Additionally, he led their IT team and vendor team to develop new functionalities to support the newly designed business processes and create a fully automated and integrated system landscape consisting of 8 overlapping projects which improved the consistency and ease of operations including a reduction of their operating cost.

As Project Manager at Power-Packer, Shivanand guided teams to create a productivity increase strategy. He led the process redesign exercise of business processes such as inventory planning, production planning and sales and operations planning for the CEO and the CFO. He also project managed all phases of software development lifecycle during the implementation of Oracle ERP including a demand management application DeMantra. He ensured an issue-free transition from BAAN through careful planning, testing and QA efforts two months ahead of the proposed timeline. The client realised multimillion-dollar cost reduction.

As Program Manager at BMI, Shivanand oversaw the complex business transformation program. This included business process redesign of their processes within their departments such as retail banking, wholesale banking, trade management, treasury and credit card operations. In addition, he led their core banking implementation combined with CRM, composite middleware and multifaceted integrations. Shivanand, for individual project streams, created project charters, project plans, risk matrix and identification process, deliverable tracker, governance structures and operating rhythm. He consolidated individual plans to create a program plan, governance structure and operating rhythm, program cost tracker and risk registers. Shivanand coordinated with the Client Program Manager to ensure availability of all the stakeholders, resources, approve any additional resource requirement and mitigate program risks. Shivanand created daily, weekly and monthly Steering Committee reports, conducted governance meetings and ensured that the program was successfully completed as per the guidelines set by the COO and to the satisfaction of the CIO on budget and on time.

As Head of PMO at NAB, Shivanand supervised the Program Management Office of an IT infrastructure transformation program. Shivanand directed eight project managers and a huge team of developers, consultants, vendor resources, and testers, managing client steering committee meetings reports and tracking & monitoring the program status. Shivanand consolidated multiple vendor project plans, mapped stakeholder requirement for the client to receive an agreement to apportion their time to the project and maintained the overall program plan for the client. He conducted daily stand ups during which he monitored risks to critical tasks, dependencies with other departments, developed mitigation plans and received agreement from the client cross functional teams to address and resolve the issues and risks well in advance. He managed and monitored vendor technical consultants, tracked resource requirement and created resource forecasts, approved timesheets and payments against all vendor invoices.

Other Team Members