Sandra J. Bell

585-***-****

acoxfc@r.postjobfree.com

SUMMARY

• Thought leader in the development and implementation of Portfolio Management,

Resource Management, and Project Management Methodologies.

• Expert program and project management skills related to the design, construction,

i mplementation, and completion of application development and IT infrastructure

p rojects; skilled in software development lifecycle and infrastructure design

p rocesses; strong analytical skills.

• Experienced in design and implementation of IT I L Processes.

• Knowledgeable of Enterprise Architecture Concepts

• Consistently understands, conveys, and meets project budgets, deadl ines, and

expectations.

• Experienced in handling vendor and 3rd party software relationships.

• Experienced in offshore development and managing vi r tual teams.

E DUCAT IO N AND CERT I F ICAT IONS

• M.B.A., Rochester Institute of Technology

• B.S. I. T., Southern I ll inois University

• PMP Certified (Project Management Professional, Project Management Institute)

• SCRUM Certified

• MCTS (Microsoft Certified Technology Specialist, M icrosoft Project 2007)

• Veteran US Air Force, Honorably Discharged

P ROFESSIONAL EXPER I ENCE

Constellation Brands Oct 2010 -

P resent

Constellation Brands, Inc. is a Global premium wine company. Constellation Brands has sales

of over $3 Billion per year in 125 countries, operates approximately 30 wineries and facilities,

and employs 4,300 persons.

Di rector, P MO Portfolio and Process Control – Cur rent Position

D rove and implemented comprehensive resource, portfolio, and project

m anagement practices. Responsibilities included:

• Drove and facilitated the annual budget planning process for the IT Project Portfolio,

i ncluding ideation, priorit ization, and estimation of portfolio of 80+ projects.

• Monitored and maintained effectiveness of PMO methodologies & tools.

• Created annual capacity model and annual staff augmentation budget, based on list

of approved, prioritized projects.

• Provided tools and processes for scheduling and monitoring resource requirements

and utilization.

• Drove portfolio planning/forecasting including financials in collaboration with the

F inance organization.

• Designed and implemented reports communicating status of project portfolio,

h ighlighting project r isks, and escalating process and control issues. Presented

monthly to senior corporate leadership.

• Owned, managed, and administered the Portfolio and Project Management tools.

(Clarity PPM).

Project Manager

M anaged, on average, 5-10 projects concur rently. Responsibilities across projects

i ncluded:

• Effectively managed assigned projects, compliant with defined processes,

methodologies, and tools.

• Planned and managed to the project schedule, obtained resources, managed issues

and r isks, planned and executed testing, and ensured compliance to change control

p rocess. Ensured completion of necessary SDLC documentation and signoffs, and

executed a lessons learned process. Projects were delivered on time and on budget,

as determined by the project sponsors, resulting in very positive feedback from

P roject Stakeholders.

• Often act as the major or sole 'business analyst' on Office Move and other

I nfrastructure projects and gather customer requirements and communicate these to

t he teams.

Portfolio Management for Technology Services Area. Responsibilities included:

• Developed and implemented an Infrastructure Portfolio Management process,

working in conjunction with IT Managers (Technical Services and PMO).

Developed and implemented a format/agenda, t rained and mentored tech leads on

t he project presentation and status review tasks, and scheduled and facilitated

p rioritization and status meetings each month.

• Participated and co-facilitated Annual Budget Planning meetings with Technical

Services management team.

• I regularly t rain/mentor/help the Tech Services managers and they often reach out to

me for assistance/instruction on PM topics.

I mplemented I T I L Change Management. Responsibilities included:

• Managed the project to develop and implement an IT I L Change Management

p rocess for the IT organization. Developed t raining content, t rained IT Managers

and personnel, managed the Change Management Governance process, facilitated

weekly Change Management Review Board meetings. Tested and implemented the

Change Management application (Remedy).

M & T Bank M ay 2008 – Oct 2010

M &T Bank Corporation, headquartered in Buffalo, NY, has over $65 billion in assets, over

15,000 employees, and is one of the 20 largest commercial bank holding companies in the U.S.

Senior Project Manager, Vice President

M anaged WebInfo Plus, a critical money t ransfer and balance reporting

a pplication, for Commercial Client Web Based Banking. Responsibilities across

several projects within the program included:

• Responsible for the management of all major projects impacting the Commercial

C lient Web Banking platform. Managed mult iple concurrent software development

p rojects, in a distributed team environment including on- site and off-shore

development teams.

• Successfully delivered the projects on time by closely managing scheduled activities.

M anaged implementation planning and post implementation issue management

w ith distributed team in multiple data center locations. Created project and

technical issues lists, and facilitated issue prioritization with diverse group of

s takeholders. M anaged project change requests, utilizing the bank’s standard

change management processes.

• Led the technical estimation process, and created and managed the budget for multi-

million dollar project investments.

• Assessed infrastructure and business r isks, and created r isk management plans.

• Managed customer migrations. Led a team of commercial banking managers and

business analysts to defin e and document client migration strategy, data migration

p rocesses, and IT support processes for the migration.

• Provided bi-weekly project status updates to senior managers, including Senior Vice

P residents of Technology, Product Management, and Commercial Banking

Operations.

Managed the Enterprise Resource Planning I nitiative. Functioned as the System

A rchitect and Technical Lead for the Enterprise Resource Planning Project.

R esponsibilities included:

• Managed the Requirements and Specification process. Facilitated business process

design and system analysis, including defining reporting requirements for

E nterprise Resource Planning Data Warehouse.

• Trained PMO members on Resource Planning using Project Server 2007, M icrosoft’s

E nterprise Project Management solution. Assisted with configuration of “Sandbox”

E nterprise Resource Planning Environment.

• Led technical team. Created project management plans, project schedules and all

technical project management deliverables for the project. Led the project technical

estimation process.

• Led the ongoing support and maintenance program for the application, including

eliciting enhancement requests, documenting and priori tizing issues, and creating

monthly release plans for enhancing and maintaining the program.

• Experienced in Project Server 2007 software installation, application configuration.

Paychex, I nc.

J une 2000-November 2007

Founded in 1971, Paychex, Inc. is a recognized leader in the payroll and human resource

i ndustry, serving approximately 543,000 businesses nationwide

Program Manager

E nterprise I nf rastructure Planning and Research division. Responsible for

m anaging technology programs, w r iting project charters, managing projects and

monitoring performance against project plans high-growth, online environment.

H ighlights include:

• Planning (including managing capacity, obsolescence, and architectural

assessments) for the eServices Re-architecture project, defining upgrade projects,

and developing budgets for needed technology investments.

• Presenting program plans and project status to senior IT and Business

M anagement; supervising the formation and management of various project teams,

i ncluding the HRO Database Upgrade Project, Check Stub Stability Project, and E-

Services Platform Project; mentoring project managers and coordinating with IT

F unctional Managers on long term staffing and process improvement plans.

• Managing the vendor selection process, reviewing and evaluating proposals,

selecting vendors, ensuring completion of contract, and approving payments of

i nvoices.

• Manager of the Storage Technology Program: Responsible for technology strategy,

techn ology roadmaps, program planning and execution. Led cross-divisional team of

eight technologists. Developed technology strategies, standards, and architectural

models. Defined, priori tized, and managed storage activities and storage related

p rojects. Managed Research and Development projects and “Proof of Concept”

p rojects also.

• Program Manager of In ternal Controls Program: $3 Mi llion dollar Sarbanes-Oxley

compliance program consisted of 18 p rojects and 180+ technology team members.

Designed and implemented new security infrastructure and new processes and

p rocedures, including ESM, NETIQ, ITO, SSH, Power Broker, Central Log Server,

and Encryption.

P roject Manager for the Data Center Consolidation Program. Highlights include:

• Data Center Construction Project: Responsible for building two new, state-of-the-

art, fully redundant and mi r rored facilities. Construction consisted of four sub-

projects: physical design and construction (buildings, power, generators, a/c,

network, data communications, and telecom), footprint layout, environmental

monitoring software, and management controls (data center staffing plans, t raining

p lans, standards, access controls, forms and manual creation). Completed on t ime

and within budget.

• Enterprise Backup Project: Led four teams responsible for designing and

i mplementing new backup infrastructure and converting over 400 computer systems

f rom locally attached backu ps to a Storage Area Network based backup system

(Storage Area Network consisted of EMC Storage Ar rays, McData Directors and

Switches. Enterprise Tape Library was Storage TEK.

• Request for Proposal (RFP) and vendor evaluation process for various hardware and

software purchases, and consulting services, including three tape libraries and

related backup software - IB M, Storage TEK, and EMC – and a Tape Area Network

using McData Switches.

M anaged the Corporate System Move Project, leading seven teams as they executed

m ultiple moves of over 200 key financial systems with no negative client impacts or

u nscheduled downtime during a six-month period.

• Created move teams and highly-detailed, step-by-step move plans.

• Developed methodology for moving and consolidating the corporate systems from

four locations into two new Data Centers.

• T his project had the potential to approach $500K, and was completed for just under

$100K.

T enneco, I nc. (now Pactiv)

1991-1999

Tenneco, now Pactiv, is a leader in the consumer and foodservice /food packaging markets it

serves. With 2006 sales of $2.9 billion, part of Pactiv’s success includes its Hefty® brand of

p roducts

Production Manager in various lead roles over period of eight years, supporting

m ajor efforts across the business. H ighlights and duties include :

• Managed $1.7 million tooling upgrade project resulting in improved quality and

efficiency.

• Designed a new safety program structure for multiple sites utilizing a hub and spoke

p roject team system. Created selection criteria and staffed, t rained and mentored

teams. Won corporate safety award “Best large Plant, 1998.”

• Created and facilitated an annual strategic planning process, resulting in year over

year improvements, including: Manufacturing labor cost reduced by 18%;

p roductivity increased by 12%; lost work-day severity rate improved by 75%.

• Developed and facilitated front-line leadership t raining program for team-based

environment.

• Designed and managed process improvements including environmental discharge

reduction through effluent system redesign.

• Obtained and administer ed several state grants for productivity and quality

i mprovement projects.

• Won corporate innovation award for design of multi–company workers’ compensation

managed care system.

• Ini tiated manufacturing t raining, certification and documentation program f or use

i n union environment. Program became benchmark for division t raining efforts.

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