JONATHON K. MOORHEAD

GEORGETOWN, TX - acepf4@r.postjobfree.com - 512-***-**** - www.linkedin.com/in/jmoorhead518/

S R . P ROG RAM M ANAG ER / P RO JECT M ANAG ER

Key Milestones

** ******** ***** of: business analysis, program management, project management, management of IT software

development & support, process improvement, and change management following PMLC, SDLC, Agile, Waterfall,

and IIBA methodologies.

12 combined years managing business analysis, process improvement and change management projects.

12 Years executive level visibility-- reporting to CIO’s, CEO’s, and SVPs

12 Years working with global business and IT teams, utilizing resources on 4 continents.

7 years of expatriate experience.

14 Years Commercial Management experience specializing in client relations defining business needs and solutions.

Major Achievements

• Program Manager responsible for applying industry best practices, as defined by the Project Management Institute

(PMI) and International Institute of Business Analyst (IIBA), to the software development and support activity for

20 key applications written in XML, HTML, C+, JAVA, J2EE, Java script, Coldfusion.

• Implemented standards adhering to SDLC, PMBOK, and IIBA methodologies for:

o Requirements & design

o Project schedules

documentation

o Application design o Peer reviews for PM’s, BA’s, and Developers

o SDLC gate reviews o Creation and maintenance of user guides

• Program manager of global business teams responsible for analyzing, identifying, and creating the specifications to

implement the corrective strategy to meet the contractual requirements of our #1 global commercial account; the US

Military.

• Senior Project Manager overseeing the corporate PMO responsible for global software development. Managed

project managers, business analyst, and software developers. Managed all new development work for the corporate

commercial, operations, and financial applications, including web front end.

• Project manager responsible for the implementation of a new corporate commercial, operations, and financial

system. Defined change management, process improvement, testing and training material needed to implement the

new system. Implemented the new system in South Korea, Japan, and S.E. Asia.

Core Competencies:

•

• Program Management • Change Management

• Project Management • Process Improvement

• Managing remote & cross functional • Business proposals & presentations

•

teams Risks identification & management

• Needs identification & problem solving

Work Experience:

The Texas Commission on Environmental Quality (TCEQ) 2012 - 2014

Business Automation Section Manager

Accountability:

• Reported to the

Information Resources Division Director.

• Senior Program Manager

leading a 42 person team responsible for the TCEQ IT software & applications development and support.

Managed both COTS and custom software development. The team consisted of project managers,

business analyst, XML, HTML, C+, JAVA, J2EE, Java script, & Cold Fusion developers.

• Managed both internally

built and COTS application development, which included web front ends.

• Responsible to mentor the

Project Managers and Business Analyst on Waterfall and Agile methodology.

• Followed PMI PMBOK

methodology for all project work.

• Managed Section budget

for contractors, supplies, and training.

• Directly project

managed three development recovery efforts.

Selected Achievements:

• Applied industry best

practices, as defined by the Project Management Institute (PMI) and International Institute of Business

Analyst, to the software development and support activity.

• Initiated the

implementation of content standards for requirements and design documentation following PMBOK and

IIBA standards.

• Utilized Waterfall and

Agile approaches, or a blended version, for all development activity.

• Implemented standards

for J2EE, JAVA, Java Script, and Cold Fusion coding and application design.

• Designed and

implemented the software development lifecycle gate review process.

• Implemented use of a

standard project schedule template to ensure the SDLC was followed.

• Initiated PM, BA, &

Developer peer reviews.

• Initiated the creation of

standards for application user guides and training material using Wikipedi platform.

JKM Enterprise Consulting, Austin, TX 2006 - 2012

• Company provided

consulting services in project management, business development, account management,

manufacturing, production, and architectural design. Specialized in large format design and marketing.

Clients: Tier 1 Signs; IF Marketing; Fredrickson Homes; Clear Rock Homes; Tim Long Custom

Homes; and Robert’s Printing & Signs.

• Accountabilities:

o Responsible for managing

multiple design, manufacturing, and installation projects utilizing PMI industry standards for project

management.

o Account Manager

responsible for business development of generated and assigned accounts.

o Provided clients with

guidance on graphic design, marketing, large format printing, manufacturing and installation of end

products.

o Responsible for identifying

materials and architectural design of substrates and structures used to hold and display finished

products.

o Responsible for creating

cost estimates for each project and obtaining & managing required contract resources.

P&O Nedlloyd, Ltd, East Rutherford, NJ: A $4.0 billion USD global container shipping company

acquired by Maersk Lines in 2005, and formerly a subsidiary of P&O Group.

AVP CORPORATE CHANGE MANAGEMENT - NORTH AMERICA 2002-2006

Accountability:

• Senior Program Manager reporting to the Commercial Senior Vice President and CEO for North

America. Utilized PMLC, SDLC, Agile, and Waterfall methodologies, or blended variations, to

manage and implement all project activity. This was applied to both internally built or COTS

applications.

• Ensured all projects adhered to corporate ISO standards.

• IT liaison between the military’s U.S. Transportation Command and P&O senior staff, managers,

IT, and business users. Worked with global business teams to analyze, identify, and create the

program used to solve system and workflow processes affecting end-to-end reporting of shipment

activity. Implemented enhancements to the corporate system, corrected business processes, and

implemented COTS applications as needed. Retained and grew business from $250 to $300

million.

• Responsible for corporate process improvement for North America. I worked with the regional

managers and business users to identify areas of business process or system improvement.

Presented identified requirements to the senior management team with recommendations on which

projects to progress. Created documentation and workflow diagrams to document new or changed

business processes. Increased vessel utilization performance from 60% to 90%.

• Assigned to manage the off-shoring of North American business activity to India achieving the

strategic corporate growth program and improving end to end consignment management. Formed

and managed multiple project teams, and directed workflow to project completion. Met regularly

with managers and users to ensure clear lines of communication were maintained. Transferred 33

departments and office activities to the P&O Nedlloyd off shore facilities in India. Achieved an

excess of $6 million in annual cost savings for North America.

AVP TRADE MANAGEMENT & SYSTEM SUPPORT - NORTH AMERICA

2001 - 2002

• Senior Program Manager assigned to work with managers and users to identify specifications

and implement required procedures and workflow improvements for the business support teams in

North America to meet the new corporate global standards.

• Identified strategy and wrote specifications to merge multiple support teams into one central

support team. Achieved resource savings, eliminated duplicate work, and improved work flow

efficiencies.

• Liaison between North American management and global technical support management.

Accelerated resolution of all major support issues by assigning ownership to appropriate technical

units.

CORPORATE SYSTEMS DEVELOPMENT MANAGER - LONDON, ENGLAND

1998 - 2001

• Senior Program Manager, reporting to the GM and CIO responsible for all new development work

for the corporate commercial, operations, and financial applications, including web front ends.

• In charge of the corporate PMO consisting of 10 Project Managers and a 70 person onshore and

offshore development team of project managers, business analyst and developers. Adhered to

SDLC standards, employed Waterfall, Agile, and blended development approaches, followed

industry standards for project management.

• Identified and defined priorities, expectations, development schedule, change control, and risk

analysis with the regions. Ensured priority developments matched earliest delivery dates.

• Negotiated bid proposals from vendors to develop the deliverables. Managed performance and

execution of deliverables for an annual $2 million USD development budget.

REGIONAL BUSINESS IMPLEMENTATION MANAGER, SINGAPORE, TOKYO, SEOUL

1995-1998

• Lead Project Manager, reporting to the GM and CIO.

• Assigned to implement the new corporate enterprise system in Indonesia, Malaysia, Philippines,

Singapore, Seoul, Thailand, and Tokyo.

• Responsible to conduct on site reviews, presentations, application testing, and user training.

• Worked closely with regional management to ensure understanding of new procedures and

organizational changes that would be required. Conducted regular visits and meeting with regional

management to ensure open communication was maintained.

Education & Professional Development:

Bachelor of Science Business Administration, Maritime Business Administration, Texas A&M

Masters Work, International Business, NOVA University, Florida

IS Project Management – Parity

Executive Management – Balliol College, Oxford University

Certified BSA Climbing Instructor

Tools & Protocols:

•

• MS Project • Project Management Life Cycle

• MS Visio • Software Development Life Cycle

• MS Office Suite • RAD / Agile development

Contact this candidate