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In my previous role leading a digital transformation program for an insurance client, we initially defined a clear scope focused on automating core customer service processes. Midway through the program, several business units began requesting additional features-such as integrating new third-party tools and expanding automation to non-core processes. While these requests had merit, they threatened to stretch our timeline and budget.

To manage this scope creep, I took the following steps:

1. Documented Requests: I logged every new feature request in our change control system, capturing the business rationale and potential impact.
2. Impact Assessment: My team and I assessed each request for its effect on resources, timeline, and overall program objectives.
3. Stakeholder Review: I organized a dedicated session with key stakeholders-including business leads, IT, and finance-to review the proposed changes and present our analysis.
4. Prioritization and Decision: Together, we prioritized the most critical enhancements that aligned with strategic goals and agreed to defer or phase out lower-priority requests for future releases.
5. Transparent Communication: I communicated the decisions and rationale to all stakeholders, ensuring alignment and managing expectations.
6. Updated Documentation: The scope document and project plan were updated to reflect the approved changes, and the change log was maintained for ongoing transparency.

Result:
By applying a structured change control process, we delivered the core program on schedule and within budget, while also creating a roadmap for future enhancements. Stakeholders appreciated the transparency and felt engaged in the decision-making process, which minimized resistance and maintained trust.

To support the goal of making Windows OS the more stable it was important to reduce crashes due to driver and hardware issues. There are two types of drivers kernel mode and user mode. A fault in the kernel mode driver freezes the OS but a fault in User mode driver doesn't. My task was to convince all the teams that owned kernel mode drivers to migrate them to user mode. We identified 90 different candidates and developed a plan to convince them to migrate. This involved providing a clear how to migrate documentation, automated tools and test cases for migration, we also updated the user mode driver framework so its interface exactly matched kernel mode driver framework. In some cases, my team had to do significant portion of the migration for the candidate team. After we migrated some drivers, we shared the best practices and results with other teams to increase adoption. Over the span of 1 year we were able to get 30% of the drivers migrated to UMDF which greatly increased the OS stability and reduced memory requirements of the OS by 40 MB. To summarize, I successfully persuaded many teams to migrate to user mode driver by providing clear documentation, rationale for migration,  test cases, automated tools and finally showcasing migration success stories in the organization through regular status updates.

In my role leading the launch of that new customer onboarding system, the pressure was really on. We had that tight three-month window and a lean team to build something that would be the first impression for all our new users. One specific hurdle we faced was integrating our legacy customer database with this brand-new system. The data structures were quite different, and initially, the data migration process was proving to be much slower and more error-prone than anticipated. This threatened to push our launch date.

To tackle this head-on, I didn't just delegate. I dove into the technical details with the lead engineer. We mapped out the data fields meticulously, identified the key transformation rules needed, and actually prototyped a more efficient data migration script using Python. This allowed us to automate a significant portion of the process that was previously manual.

Furthermore, to ensure we were building the right thing quickly, we implemented very short feedback loops. We'd build a small piece of the onboarding flow, get immediate feedback from a small group of internal users, and iterate based on their input. For example, early on, users found a particular step in the registration process confusing. Based on their feedback, we completely redesigned that screen within a couple of days, leading to a much smoother experience.

By getting into the technical weeds to optimize the data migration and by relentlessly focusing on user feedback through rapid iterations, we not only overcame the risk of a delayed launch but also delivered an onboarding experience that was significantly more user-friendly than initially envisioned. It was incredibly rewarding to see new customers move through the system so smoothly right from day one. That success really underscored the power of combining technical problem-solving with a user-centric approach

As a program manager it is important that I perform my due diligence in understanding the root cause of the delay and evaluate how delay will be induced in original plan. I will also assess the nature of root cause whether it is a temporary cause which can cause short term impact or a problem that needs to be fixed to ensure sanctity to rest of the program. Long Term Causes could be Testing delays, API unstability, integration failures whereas temporary delays term could be users testing delayed due to business event. Based on this assessment I will create my action plan and communication strategy to all stakeholders. I will revise the program plan and milestones, show variance in plan and record the root cause for same. I set up governance cadence with all stakeholder to update on the impact, analysis and action plan strategy and send a formal communication to bring everyone on board with the situation.

In projects associated with infrastructure there is usually a common point of decline close to the end of the program.

When working on Flutter Infrastructure I found that managers, technical program managers and product managers get excited during the project planning and software engineers get excited during the design and implementation phases of the program. However there was a decline in the velocity and enthusiasm during the migration and the deprecation of old systems. This is because these phases require careful planning, a lot of communication and coordination. I have managed this situation with my teams with clear and open communication that a project is completed only after the data and production workflows have been fully migrated and the old systems are being phased out. Having this clearly defined as part of the program plan not only simplifies execution and communication but it also helps collecting the details required for the program retrospective and the program closure.

Once the project is live in production. As a program manager,  would ensure if the the delivered features are enabled for the eligible customers and ensure we monitor the usage metrics and error logs. From a execution perspective, I will collect the  planned vs actual timelines information from the  gantt chart and conduct  a retrospective meeting with the team. Will document all the learning and share them with the stakeholders including BU leaders. With a thank you note, Will share appreciation for the whole team and highlight the exceptional work done by individuals by highlighting the impact.