ERP & platform migrations
SAP/Oracle/custom migrations where the cutover weekend decides everything. Three completed with zero rollback.
Judged on: go-live date + rollback count
SENIOR PROJECT MANAGER · IT & DIGITAL DELIVERY · BENGALURU / REMOTE
"Shipped" is a date, not a feeling.
I'm Farhan Ali — fourteen years running software and digital-transformation projects, PMP and scrum-certified, fluent in both. 34 projects delivered, 31 on the committed date. The other three are the first thing I'll tell you about in an interview.
34Projects delivered
91%On the committed date
₹120CrLargest budget owned
60Largest team led
SCOPE
Projects I run well
Employers and clients hire me for delivery, not decks. Each type below carries the metric my performance should be judged on.
Software delivery (agile)
Scrum teams of 6–20 building consumer and B2B products — velocity honest, demos real, roadmap versioned.
Judged on: release predictability
Multi-vendor programmes
The hard kind: four vendors, two geographies, one steering committee. I own the integration plan and the awkward calls.
Judged on: milestone hit-rate
Red project recovery
Projects six months late with vanished trust. First deliverable: an honest re-baseline everyone signs — then we hit it.
Judged on: re-baseline held or not
PMO setup
Lightweight governance for scale-ups: one dashboard, one weekly ritual, no 40-slide status theatre.
Judged on: decisions per meeting
Fractional delivery lead
2–3 days a week for startups that need senior delivery muscle without the full-time cost.
Judged on: what ships per quarter
TRACK RECORD
Selected deliveries
Including one that went sideways — because a PM who claims a perfect record is hiding the lesson-rich parts.
2025–26 · Retail group · ₹120 Cr programme
ERP migration, 14 warehouses, zero rollback
22 months, 60-person blended team, 4 vendors. Go-live moved once — by my recommendation, 3 weeks early flagged, board-approved. Cutover weekend ended Sunday 4 PM, beer at 5.
2024 · Fintech scale-up · product delivery
Lending platform: 11 releases, 11 on schedule
Took over a team shipping "whenever". Introduced release trains, honest sprint commitments and a public roadmap. Predictability went from 40% to 96% in two quarters.
2023 · Insurance major · rescue
The red one: 7 months late when I arrived
Re-baselined with a 5-month extension nobody liked and everybody signed. Delivered on the new date. Lesson bank: scope had never been versioned — now it's the first artefact I create anywhere.
METHOD
Boring on purpose
One plan, versioned
Scope, dates and owners in one living document. Every change is a numbered version with a named approver — no "I thought we agreed".
Risks with owners
A risk without an owner and a date is a worry, not a register entry. Mine have both, reviewed weekly, escalated early.
Bad news travels first
Slippage is reported the day it's known, with options attached. Steering committees never learn anything from me late.
Demos over decks
Status is what works in the demo environment, not what's green in the tracker. Stakeholders see the thing, every fortnight.
FA
Photograph — whiteboard behind, marker in hand
ABOUT
Why I love unglamorous work
I started as a developer and became a PM the usual way — the project caught fire and someone had to hold the extinguisher. Fourteen years later I've learned that great delivery is mostly the disciplined repetition of obvious things: write it down, name an owner, tell the truth early, protect the team's focus.
I'm equally comfortable in a scrum stand-up and a steering committee, and I translate between them daily. Teams that work with me keep two things: their weekends, and a copy of the plan.
"The project plan is a promise. Version it like one."
PMP · PMIPSM II (Scrum.org)SAFe 6 AgilistB.E. Computer Science
EXPERIENCE
2022 — NOW
Senior Project Manager (contract / fractional)
Independent · Bengaluru
Programme delivery and rescue for 6 organisations; PMO setup for two scale-ups.
2016 — 2022
Project → Programme Manager
IT services major, Bengaluru
Enterprise delivery for BFSI clients; grew from 8-person projects to a ₹120 Cr programme.
2011 — 2016
Developer → Scrum Master
Product startup, Pune
Where I learned what bad project management does to good engineers.
STAKEHOLDERS SAY
CIO · RETAIL GROUP
Farhan told us in month three the go-live would slip — with data, options and a recommendation. We moved it once, hit the new date exactly. That's the only kind of slip I respect.
CIO, retail groupERP programme · 2026CTO · FINTECH
Our engineers actually like him, which for a PM is borderline supernatural. Standups shrank, releases ship, and nobody does status theatre anymore.
CTO, lending platform2024–25VENDOR-SIDE DIRECTOR
I've sat across Farhan as a vendor. He's tough, fair and never surprises you. When he escalates, it's already documented and already deserved.
Delivery director, SI partnerMulti-vendor programmeCONTACT
Have something that must ship?
Full-time roles, contract programmes, rescues and fractional engagements — tell me the date you're worried about.
Emailfarhan@shipbydate.inReplies within one working day
Phone+91 98860 12345
LinkedInlinkedin.com/in/farhanali-pmRecommendations from 14 stakeholders
RésuméDownload PDFTwo pages · delivery table included
AvailabilityFractional: now · Full programme: Nov 2026