Marius Diaconu

 SENIOR BUSINESS & PROCESS ANALYST Name: Marius Diaconu Location: Bucharest, Romania Mobile:- E-mail:-LinkedIn:https://www.linkedin.com/in/mariusdiaconu/ Portfolio:https://drive.google.com/drive/folders/1-Wujfzn36UfpfJxh7WLK-EYFShOSK6jy?usp=sharing 1. PROFFESIONAL PROFILE Senior Business & BPM Consultant with more than 12 years of experience. Implementations in Finance, Retail, Transport, Utilities and Government. Experience across the process development life-cycle and SDLC – including presales activities to implementation and delivery. Diligent and committed in assisting customers to reach the best possible value from innovative digital solutions. 2. CORE SKILLS Business Process Management Operations Management Business Process Improvement Project Management Business Process Analysis & Design Business Analysis Team management Training & Teaching 3. SOFTWARE EXPERTISE Software Tool Competence (5 -1) (5 - over 5 years experience with a tool, 4 - between 4 and 5 years experience, etc.) 1 MS Office 5 2 Microsoft Teams 4 3 SQL 3 4 Bizagi BPM Modeler 5 5 Axon BPM Designer 5 6 Adonis BPM 4 8 Jira, Confluence 4 9 Pencil 3 10 ProM/Disco 2 4. CAREER SUMMARY 2019 – to date Employer:NTT DATA Position: Senior BPM/RPA Process Analyst Responsibilities: 1. Process Architecture Definition 2. Process Analysis & Optimization 3. Business Analysis 4. Project Management 5. BPM training – Basics of Process Modelling, Process Models Optimization 6. Pre-sales support consulting – project offer estimations Achievements: 1. Defined process architecture As-Is & To-Be, provided process analysis & optimization for payment reconciliation solution for insurance, ensured implementation project management a. Reduced the processing time from 2-3 days to 4 hours for all bank statements b. Reduced the correction effort of input data from 4 allocated resources full-time to 2 allocated resources part-time (maximum 2 hours per day) 2. Process analysis & optimization, identify & propose quick-win solutions for process improvement, propose long-term technology solutions – Retail, Telecom, Transport industries a. Reduced the processing effort for invoices from 8 allocated resources full-time to 2 allocated resources part-time b. Enhanced organizational efficiency by identifying process bottlenecks and eliminating wasteful activities 3. Coordinated and improved team processes and activities, process analysis & optimization - team types: Help Desk, Development & Implementation, Commercial & Administrative – IT Software industry a. Enhanced departmental efficiency through analysis of process KPI’s and re-engineering process flows with the scope of reducing activities and processing time, eliminating wasteful activities and duplicated tasks b. Enhanced departmental efficiency by identifying and proposing automation solutions for manual activities 2014 – 2019 Employer:Sinoptix S.A. Position: Operations Manager, Senior Process Analyst, BPM trainer Responsibilities: 1. Manage, control and improve services & development project teams – 45-60 employees 2. Setup and implement recruitment and training procedures to increase seniority, quality and retention level of personnel 3. Setup and implement personnel performance evaluation system 4. Account management for large projects – CRM/ERP solutions 5. Develop and maintain partner relations – international and local 6. Process Analysis & Optimization 7. Financial forecast & KPI’s 8. BPM training – Basics of Process Modelling, Process Models Optimization Achievements: 1. Improved, through process analysis and optimization, and coordinated departmental processes and activities: Business Analysis, Development, Testing and Error Handling a. Increased services and delivery quality which in exchange reflected in raising customers trust and generated additional prospects 2. Introduced new project methodologies - Kanban. Developed and implemented data & information exchange procedures between departments and, as well, mapped the business processes inside each department a. Gained a reduction of more than 60% in overlapping tasks and more than 70% in quality of departmental data exchange 3. Coordinated large telecom migration project consisting in migrating all mobile CRM functions and customers to the existing fixed services CRM solution a. The most important result of the implemented organizational changes was the selection as the main implementation and delivery partner in the migration of a CRM solution for a base of more than 2.5 million customers b. The project was delivered in 18 months and included the increase of the project team from a starting 30 consultants to 55 consultants. This was possible, under controlled quality procedures, due to the existing adoption and training procedures and processes. 4. Project Management, process analysis and process optimization services for finance, telco and retail industry customers – Telecom, Government, Publishing industries 5. Developed the company skill matrix with KPI’s, in order to increase personnel retention, with detailed skills levels for each department and position/role and generated professional paths a. Retention improved by more than 50% b. Recruitment costs were reduced by more than 80% as employees followed professional paths 6. Delivered BPM training courses for customers in Romania and Republic of Moldova. 2006 – 2014 Employer name:Qualysoft Information Technology SRL Position: Business Manager Responsibilities: 1. Establish local company branch position company services on the local market build-up local development and support teams identify and close strategic long-term contracts with top industry players maintained and delivered monthly reports on projects revenue and profitability, extensions and up-sell opportunities maintain and improve financial and commercial development 2. Coordinate daily operations Monitor and control service level KPI’s Account management Defined service internal processes, defined on-going process review & improvement procedures 3. Process Analyst for local and international BPM projects – IT Software, Insurance, Government industries Achievements: 1. Coordinated implementation of EAI/BPM utilities industry project, local team - duration 36 months, 5 team members 2. Coordinated local team for core insurance system migration – duration 24 months, 12 team members 3. Coordinated international projects with distributed international teams – Switzerland, Albania, Serbia – duration 6 months to 12 months, 2 to 5 team members 5. Project Summaries Examples 1. Industry : Transport, Railway a. Project scope – High-level Process Map for Order2Cash business flow, AsIs current state and proposal of ToBe improved processes i. Customer expectations in regard of ToBe KPI’s – reduce process execution time by at least 20% and increase the quality of the process output by at least 30% ii. Initial state – departmental written procedures without any integration of the overall company business flow, no existing methodology for monitoring and continuous improvement and updating of procedures b. Activities within project: i. Collect process activities data through interviews and direct observation of user activities – tasks, user roles and responsibilities, input and output data information, interactions with other roles and/or departments, dependencies, etc. ii. Create AsIs BPMN process model at department level– including all task/role/input/output information iii. Validate AsIs BPMN process with department responsible iv. Generate AsIs High-Level Process Map for Order2Cash business flow v. Analyze and identify improvement and optimization process options vi. Create ToBe BPMN process model at department level– also analyze model from the expected KPI perspective vii. Present and validate ToBe process with department responsible viii. Generate ToBe High-Level Process Map for Order2Cash business flow c. Tools and methodologies used: i. Adonis BPM Modeler ii. PPI – practical process improvement iii. RACI matrix d. Project outcome: i. ~70% of process activities required simple work procedures adjustments and a better utilization of existing software tools that needed to be applied in order to eliminate duplicated process activities, reduce process activity execution time by utilizing a single source of data information instead of disparate sources and increase the output quality by correlation of existing data validation steps which were available but not integrated ii. The remaining 30% of process activities could be 100% automated by implementing technologies such as RPA, Low-Code BPM digitalization platforms and AI/ML data extraction tools 2. Industry : IT services a. Project scope – Analyze and optimize the internal processes of the HelpDesk department i. Customer expectations in regard of ToBe KPI’s – optimize HelpDesk process from a customer perspective therefore reducing customer response time and improving quality ii. Initial state – HelpDesk activities are based on outdated written procedures with no existing methodology for continuous monitoring and improvement or updating of department pocedures b. Activities within project: iii. Collect process activities data through interviews and direct observation of user activities – tasks, user roles and responsibilities, input and output data information, interactions with other roles and/or departments, dependencies, etc. iv. Create AsIs BPMN process model at department level– including all task/role/input/output information v. Validate AsIs BPMN process with department responsible vi. Generate simulation models of As-Is process by inputting process steps resources / execution time / costs vii. Run simulations, create different simulation scenarios, analyze simulation logs and identify improvement and optimization process options viii. Present and validate new process scenarios ix. Redo points v, vi and vii until the new process model scenario reaches a state of results and activities flow that can be implemented as a change into the department c. Tools and methodologies used: x. Bizagi BPM Modeler and Simulation xi. PDCA – Plan, Do, Check, Act, part of PPI xii. RACI matrix d. Project outcome: xiii. The overall process duration for a new customer ticket was reduced by more than 30% through: 1. Improved ticket type identification and severity setting from the start 2. Concentrated all ticket historical information and standard resolve solutions into a wiki available through the ticketing system, allows for a faster response to standard tickets 3. Generated weekly and monthly reports of tickets based on content, severity and solution type for the development department, therefore new fixes and releases targeted also repeatable bugs 4. Elimination of manual activities of users in the ticketing system by automation of notifications between users in accordance with ticket status, integration of ticketing system with new developed wiki xiv. The process quality and customer confidence were significantly improved through: 1. Redistribution of senior resources from a final approval role to a mentoring role , therefore increasing the quality of input from the medium and junior resources 2. Generating intermediate automated responses to customers from the ticketing system, therefore increasing the level of confidence by providing constant feedback but without the need of interrupting the helpdesk process 3. The company business users have been trained to use the model simulator and process scenarios and documentation are reviewed monthly 3. Industry : Financial services, Insurance a. Project scope – Analyze and optimize the internal process of payment reconciliation i. Customer expectations in regard of ToBe KPI’s – automate all manual user activities, reduce processing time, reduce processing errors, reduce process costs through the implementation of a digital automation platform ii. Initial state - 10 resources are allocated daily for the processing of over 2500 transactions contained in more than 35 bank statement files and insurance broker files; manual processing of payment data is concluded in average 100 working hours therefore daily payment data is available with a delay of 1 working day; 20 30 % of processed data required manual correction after initial input b. Activities within project: iii. Collect process activities data through interviews and direct observation of user activities – tasks, user roles and responsibilities, input and output data information, interactions with other roles and/or departments, dependencies, etc. iv. Create AsIs BPMN process model and business requirements– including all task/role/input/output information, mockups, db architecture, data flows v. Analyze and identify process optimization and automation solutions vi. Generate implementation model of ToBe process, generate business analysis documentation including UI mockups and detailed functionality description vii. Coordinate the project implementation, customer facing role and team leader, and review from a technical process perspective in accordance with the customer expectations c. Tools and methodologies used: viii. Axon Ivy Desginer ix. PPI – practical process improvement x. RACI matrix d. Project outcome: xi. Performance metrics - Automatic processing is done in less than 30 minutes for a volume of 35 files containing more than 2500 transactions (as per performance test results) xii. Resource usage - 2-3 users involved only in manual exception handling (user tasks); Task solving requires 30 seconds to 2 minutes. xiii. Data processing - Only ~2% of data requires correction after initial automated input xiv. Process duration - Total time for daily payment reconciliation, including automated identification, validation and data insert for all the daily transactions is performed in under 8 working hours (including user interaction through UI) 4. Industry : L&F Procurement solution – Retail Industry a. Project scope – Analyze internal processes and identify improvement opportunities for the procurement process of the L&F Department, through automation of manual steps, elimination of paper document trails and of extended use of email systems as means of communication. i. Customer expectations in regard of ToBe KPI’s – Identify technical solutions based on analyzed processes and ERP platform capabilities, that will eliminate manual activities, extended email usage and paper document trails. The implemented ERP system must provide a step by step process monitoring and reporting for each tender and supplier offer. ii. Initial state - Processing workflow for the weekly tenders involved several user managed excel files that needed to be merged. Also the communication with the suppliers had no history log and therefore no monitoring or controlling of the procurement process. b. Activities within project: i. Collect process activities data through interviews and direct observation of user activities – tasks, user roles and responsibilities, input and output data information, interactions with other roles and/or departments, dependencies, etc. ii. Create AsIs BPMN process model and business requirements– including all task/role/input/output information, mockups, db architecture, data flows iii. Present and validate AsIs BPMN process with department responsible iv. Analyze and identify process optimization and automation solutions, considering the ERP capabilities and the business improvement targets v. Generate implementation model of ToBe process, generate business analysis documentation for the ERP Implementation vi. Validate implementation model and business analysis documentation with technical project responsible and business users vii. Coordinate the project implementation, customer facing role and team leader, and review from a technical process perspective in accordance with the customer expectations viii. Generate Use Cases and Test Cases, coordinate QA of the system ix. Generate user manuals x. Support End Customer throughout UAT c. Tools and methodologies used: iii. SERP – ERP platform iv. PPI – practical process improvement v. RACI matrix d. Project outcome: i. Performance, security and functional tests have received validation from the customer. ii. Use of email and paper documents will be completely eliminated as all the activities will be conducted through the use of the ERP platform and all process related documents are either generated automatically as part of a completed process step or generated manually by the user as part of his daily tasks. iii. I have designed the processes considering the tendering phases and adapted the process flow to the capabilities of the platform, achieving in the end a linear process flow, fully monitored with process step status and reporting, with one process loop in the negotiation phase. 6. EDUCATION PeriodDegreeInstitutionLocation ---------------------------------------------------------------------------------------------------------------------------------------------------- 1990 – 1996 Bachelor’s Degree Engineering InstituteBucharest 7. TRAININGS / CERTIFICATIONS PeriodTraining/CertificationSupplierLocation ---------------------------------------------------------------------------------------------------------------------------------------------------- 2019RPA Business AnalystUiPathBucharest 2016Certified Risk AccountantSERRAQBucharest 2013Certified Business Process Management ConsultantABPMPBucharest 2008Business Management (Forecasting & Controlling)QualysoftVienna 2005Document/Workflow Management Architecture & Process DesignModusBucharest 1998 – 2002 Relational Database ArchitecturesSybasePrague Web & Client Server ArchitecturesSybaseParis Solution Selling, I & IISybasePrague 8. OTHER SKILLS LanguagesComputer Skills Language LevelSkillLevel --------------------------------------------------------------------------------------------------- EnglishAdvancedMS OfficeAdvanced FrenchAdvancedSQLIntermediate BPMNAdvanced Bizagi BPM ModelerAdvanced Axon BPM DesignerAdvanced Adonis BPM Intermediate 9. Not-for-profit Activities 10.2014 – present Economic Studies Academy in Bucharest Visiting Associated Professor * yearly Business Process Modelling and Optimizations Seminars