Husnain Khurshid

§ Created and managed Portfolio level and Project level budgets. Forecasted resourcing, licensing and Infrastructure costs. Created a detailed WBS and resource allocation in Planview, including vendor management and onboarding of external resources. Total approved budget for 2023-24 was £2.8 Million and ensured that projects are delivered within the budget.

§ Developed a full-scale Portfolio plan in MS Project. Defined Roles and Responsibilities and Communication Strategy.

§ Coordination and oversight of E2E Programme/Project delivery. Ensuring compliance with Governance and Controls of MUFG’s Product Life Cycle (PDLC) and Software Delivery Life Cycle (SDCL).

§ Designed and implemented a new Hybrid delivery methodology using both Water-Fall methodology for High Level Project Delivery Gates and use Agile for Software Development Life Cycle (SDLC Agile process) for the Design, Development and Test Phases. This help reduce the delivery risk and improve the team productivity by 25% by 2nd month of implementation.

§ Successfully delivered EUC Demise Project – Deployment of PowerBI in Azure Cloud service. Containing a complex Regulatory Reporting pack for Senior Leadership of MUFG. Met 100% of features deadlines by proactively identification of the impediments. This Project help reduce the Monthly Risk reporting Toil by 2 weeks by automation in Power BI.

The Programme was part of HSBC Group flagship “Vision27” initiative. The scope was to review and setup Controls as Products – Control Design Authority (CDA) for Controls across HSBC. Ensure that Controls are kept current and consumable by building a perpetual feedback loop into Controls to support their ongoing evolution.

§ Led a Team of Transformation Leads to implement (Agile) Product Ownership to the ongoing management of Controls. E2E oversight of CDA set up and ensuring smooth handover to CDA BAU teams.  

§ Devised a consistent Work Breakdown Structure and governance of CDA’s, which helped in better engagement with Stakeholders and resulted in 30% increase in team efficiency in set up of CDA’s.

§ Adapted a Continuous Improvement and Continuous Deployment (CI/CD) process, aiming to address key measures like Reduce Complexity, Improve Transparency, Improve Compliance, Improve Reliability and Toil Reduction.

§ Created a new Experiment lifecycle, designed and implemented a fully customized Jira Service Desk, with integrated Confluence space and KPI dashboard to report on iterative progress to the Senior Leadership Team (SLT).

§ Devised a strategic plan to adapt Agile ways of working. Ensured that everyone in the Programme is aligned to the company’s Strategic goals, by aligning Features and Epics to the Group wide Value Streams. Created KPI’s dashboard to measure the Programme progress and business value achieved iteratively.

§ Led and planned the set-up and implementation of the Governance and Reporting structure for each Control. 

§ Created a Dynamic Programme Level Roadmap, interlinked with delivery teams roadmaps. Ensuring Risks and Dependencies are clearly understood and assigned. The Dynamic roadmaps help enable a drill down to the core issues, identifying bottlenecks, and resolve the impediments at the source level.

§ Prepared a weekly and monthly progress packs consisting RAG status, RAID Log, Progress updates, Resourcing and budget update for Senior Leadership Team.

§ Training and Coaching: to Enabled the Transformation Teams to switch to new ways of working, provided following trainings: Empirical Process Control, Kaizen - Continuous Improvement, Psychological Safety, Agile Ceremonies, Agile-Work Breakdown Structure, Cost of Delay, Capacity Management, Prioritisation techniques, Estimation techniques.

§ Led several multiyear £10mn transformation programmes from Waterfall to Agile methodology in Risk and Finance.  

§ Managed a CXO-level stakeholders from within the bank (Risk, Finance, Change, IT, Strategy and Audit) ensuring robust decision making and documentation for key design decisions which could stand audit tests.

§ Managing a team of 3 Scrum Masters, delivering Regulatory and Compliance projects. Ensuring the projects comply with Banks internal governance and controls. And that projects are delivered on time and within allocated budgets.

§ Coordination and oversight of Pods (3 to 8) or Scrum teams of 10 to 20 at a time with in the SAFe Programme delivery. Experience of training, forming and managing highly collaborative global Agile teams (consisting of POs, BAs, Developers and Testers) with full programme management responsibility including; governance, planning, RAID management, reporting, contracts management, vendor management, benefits management, change control and financial management.

§ Kaizen-Continuous Improvement Process (CIP). Embedded the incremental CIP model Plan-Do-Check-Act, both at delivery teams and programme level. Facilitated regular Retrospectives and Show & Tell. Ensured that regular feedback from key stakeholders and the delivery team is taken and timely improvements are made in the processes, services and product with each iteration. Adapted Lean Agile techniques to reduce Waste (Muda), Unevenness (Mura) and Overburden (Muri). 

§ Organising and Facilitation of PI Planning (SAFe) events (more than 400 staff) with multiple Breakout Rooms. Breaking down of Features and Portfolio Epics, into KPI and Team Level Epics and initiatives ensuring improved the predictability of delivery.

§ Assisted 3 Product Managers with planning, forecasting and production of the Product solution. Supported senior stakeholders across the business and IT in defining the vision, scope, target operating model and architecture.

§ Training and Coaching: Member of Agile Community of Practice for NatWest Bank. I delivered the following Training and Workshops to various teams within NatWest:

Trainings: Empirical Process Control, Psychological Safety, Prioritisation techniques, Kaizen - Continuous Improvement Process, Estimation techniques, 3 Amigo approach, Cost of Delay, Swarm Strategy, Team Velocity, Team performance MI, Behaviour Lead Development (BLD)and Test Lead Development (TLD). 

Workshops: Arranged following workshop to address key problem areas of the Programme: Agile SAFe delivery Concepts and Ways of Working, Work Breakdown Structure, Definition of Ready, Definition of Done, Improvement of Workflow, Jira Data Quality improvement and best practices, Capacity Management, and Agile Roles and Responsibilities.

PM in the HSBC Global Credit Risk Transformation programme which was a multiyear £10mn programme to transform how credit risk was assessed and managed across the HSBC group across its individual operating companies.

§ Managed a complex global stakeholder group including key stakeholders from the bank including Finance, Risk, Commercial, IT, Regulatory Affairs as well key external stakeholders such as the Financial Standards Authority (now PRA/FCA) and the Federal Reserve Bank.

§ Set-up and managed a Global Engagement and Governance Model to ensure all stakeholders were kept up to date on progress, always remained aligned and signed-off on key deliveries.

§ Managed a multi-jurisdictional global team of 30 FTE (direct and matrix) to successfully deliver a number of inter-related projects each of which had to cater complexities arising from differing legislation, culture and accounting rules of the country operation.

§ Fully accountable and responsible for key programme management functions including governance, reporting, RAID management, contracts management, vendor management, change control and financial management.

Key Projects delivered at HSBC:

·      Daily Risk Reporting System (Dec 11 to Dec 13): Delivered the DRRv3 Strategic Risk Reporting engine to enrich global RWA and Collateral data from 75 Countries (300 feeds) thereby supporting risk management within Wholesale Credit, and Regional Risk Offices as well as Federal Reserve Bank and Counterparty Risk Action Group (CRAG) monthly RWA reporting – this saved more than £5mn in annual licensing fees for the bank as it enabled us to move to a proprietary from a third-party one.

·      GLEAM Daily (Dec 09 to Nov 11): Delivered system to enable daily limit and utilisation management which provided aggregated input to Group RWA calculations and Economic Capital Reporting.

·      Global Customer Data Utility (Jul 07 to Nov 09) - Delivered GCDU for Corporate Credit Assessment and Limit Management – GCDU included a full Global corporate business hierarchy (200 systems) making it the only full-spectrum credit risk management platform in a UK bank.

·      Cooperative Assessment Risk Management (CARM) (Dec 06 to Jun 07) – Delivered the data model and mapping for the CARM system feed into a bank-wide Credit rating and risk assessment and decisioning.