Project Manager / Project Leader

IT Professional with expertise driving a wide variety of Global projects through full project life cycle, taking responsibility for scope, budget and time constraints. I have been recognized for devising new methods that enhance project service deliverables in an ever-changing business environment. I have a proven ability to effectively communicate with people in a broad range of roles from Business partners, management, to clients and team members. I have managed global projects, including a Workday HR Implementation deployment assignment. I have formed high performing virtual teams in diverse locations such as India, South America and Canada to complete various projects and worked extensively in IT, Finance, Partnership and HR.

Received High Impact Award for implementing efficiencies and streamlined capabilities with the CAS Ad-Hoc team. This award was only given out to approximately 5% of the Firm annually.

Attained Leadership Excellence Award

Efficiently managed geographically dispersed teams to fulfill the needs of internal E&Y clients

Successfully upgraded the entire Office of Firm Security environment from Windows 2003 to Windows 2008, which resulted in a significant cost savings to the Firm.

Managed day-to-day interactions with clients, developers and management.

Modified applications that enhanced efficiencies, which led to a significant cost savings to the Firm.

Core Competencies

Management of projects within PMP/ Agile methodology

Proficient in developing global working relationships

Performance of feasibility studies

Participated in shared leadership processes

Management of schedules & resources

Management of component / data migrations

Management of multiple projects

Management of Infrastructure environment upgrades

Knowledge of Software Life Cycle Development

Management of Financial & Status Reports for Projects

Technological Proficiencies

Domino / Lotus Notes R8

SharePoint

SQL Server

Microsoft Office 2010

Microsoft Exchange

HP Quality Central

.net

Microsoft Project & Visio 2010

Employment History

ERNST & YOUNG Secaucus, New Jersey 2014 - 2015

Senior Project Manager – Remediation and Migration Project

Senior Project Manager for an application remediation and migration project of over 30,000 applications to be migrated to a new AD environment replacement and upgrade program. This program includes Application Migration, Infrastructure, User & Computer migration, Process and Procedures as well as various other workstreams. Project involves the creation of an application catalogue, data mapping, application assessment based on framework/threshold compliance standards, so service lines teams can migrate to the new AD environment.

Standout successes include:

Managed overall project plan, driving to deliverables

Reported metrics throughout management chain and followed through on critical items.

Collaborated with various teams during strategy meetings to identify approach.

Held weekly team meetings between EY Team and vendor to be provided status of work.

Interacted with vendor and EY architects to define Application Framework and Thresholds.

Interacted with various teams within EY towards creation of an application catalogue for the purpose of assessment and threshold compliance with new AD environment.

Interactions with multiple Service Line lead for identification of critical applications.

Created budget forecast for approval by Leadership Team.

Participated in POC approach as it pertains to application migration

MCGRAW HILL FINANCIAL

Functional Team Project Manager -Workday Implementation

Hightstown, New Jersey

2013 - 2014

Senior Project Manager for Workday HR implementation for over 17,000 employees in 29 countries. Responsibilities included managing the various work streams and vendors that make up the overall Workday HR implementation.

Hired by management to assist in turning around a struggling "big bang" Workday implementation under very challenging circumstances and provided leadership to a team of contractors and disparate internal resources. The project lacked structure and fundamental project governance. We reached a highly successful conclusion.

Standout successes include:

Managed overall project plan, driving to deliverables with goal of cutover to production by deadline.

Reported metrics throughout work streams and management chain and followed through on critical items.

Implemented various documentation tools, such as a new weekly status report, new meeting minutes, new change control processes and various tools to make the project more visible and efficient.

Implemented new meetings and structure around the overall reporting process.

Facilitated weekly status meeting that included upper management, work stream leads, vendors, etc.

Facilitated work stream meeting a day before weekly status meeting to go over any team issues, concerns and comments. This made the weekly status meeting more efficient, by addressing issues beforehand.

Generated weekly status meeting minutes with help from my assistant to capture discussions and determine actions by each work stream lead and date of resolution.

Provided 2 week forecasting to work stream leads of tasks due from project plan and dates that each task was due.

Generated a bi-monthly report to my management that was used to report to their upper management at their monthly meeting.

Managed the change control process for defects and change requests through weekly QA Team meeting.

Maintained a Change Log process, using work stream Impact analysis through change request documentation and process. When completed, we would request approval to put in queue for resolution by vendor.

Facilitated UAT sessions of working groups that came in from the various global areas. We used this time to spend with the working groups to provide clarity and attain conclusions for needed functionality. The users were asked to go through test scripts that were generated by the team. All changes and identified defects were logged, along with any requests of functional changes.

Participated as a member of the Command Center and daily cutover plan meetings.

ERNST & YOUNG

Project Manager – E&Y Office of Firm Security

Secaucus, New Jersey

1998 – 2013

2012 – 2013

Project Manager on an assortment of project assignments. Supported and built many systems with adherence to IT Services methodology and in compliance with IT Services Delivery processes. Developed many global working relationships with various project teams, which include clients, vendors, development, infrastructure, and architecture teams.

Standout successes include:

CCURE 9000 – Upgraded CCURE 1Badge security system to CCURE 9000. CCURE 9000 is the Firms building security system within the Americas. The outcome of this project was upgraded efficiencies and a significant cost savings to the Firm.

Everbridge – managed the development of a middleware component and data migration to provide the needed user data from Global HR to Everbridge, which enhanced the ability to recover and respond to disasters or incidents affecting E&Y people in locations around the world. People can now be accounted for in a much more efficient way than in the past. The outcome of this project was upgraded efficiencies and a significant cost savings to the Firm.

Upgraded the entire OFS environment from Windows 2003 to Windows 2008, which resulted in a significant cost savings to the Firm.

DVR Feasibility Study – The network of DVRs supporting CCTV, outsourced monitoring, and forensic investigation of incidents had never been operationally documented. There were a number of needs surrounding the DVR infrastructure to be addressed for optimal security and functionality. Working with Security, various Infrastructure Teams and the client, I was able to put together a document that outlined the path needed to bring the DVR network into compliance with Security and needed hardware upgrades that were compliant with E&Y standards.

Incident Tracking and Reporting System (ITRS) Extension to Americas - A key component to securing E&Y business was to detect and understand E&Y vulnerabilities that pose a level of risk to the organization both internally and externally. Expansion of the ITRS to the balance of the Americas has provided a tool for the Area Security Representative to reliably establish the number and types of security incidents. It has also provided a means to identify trends and necessary changes to security controls to keep residual risk at an appropriate level. ITRS was developed to support the needs of the United States and had also been deployed to Canada. It has now been deployed to the rest of the Americas in Spanish, Portuguese and French with multiple changes to the functionality to accommodate various area needs. This expanded the overall security of E&Y throughout the Americas.

Americas Easy Lobby Implementation - The key business driver was to replace the existing core visitor management functions with a more reliable system. This also brought the system up to firm standard. As an added benefit, Easy Lobby provides several additional features including web pre-authorization and integration with the firm’s access control system.

Project Manager – Ernst & Young Partnership

2008 – 2012

Project Manager in Partnership on varied project assignments. Efficiently conducted projects with adherence to IT Services methodology and in compliance with IT Services Delivery processes. Participated in biweekly Partnership customer meetings to review and attain client feedback. Managed various IT Partnership projects following the PMBOK methodology. Managed day-to-day interactions with clients, developers and management. Complied with required weekly PM Tool reporting, Status Reports, and Project Management documentation. Contributed to the Solutions Excellence Workshop, which entailed matching the PAR Canada Partner Allocation Review (PAR Canada) project with the new Solutions Delivery compliance methodology.

Standout successes include:

Partner Headcount System – There was no centralized system in place that captured forecasted whereabouts of Partners. The Data is used to forecast where a Partner would be globally at a later date to determine if there were enough Partners in place to handle the work that needed to be done in any given city, taking into consideration any support that may be needed such as visa’s and hotel accommodations.

Retired Partner Notification – Retiree data is removed from the Address Book and the Internet address is added under the new account. The Partnership Operations team uses this database to set up messages for each person on the list. Messages for that address receive instructions on where messages should now be sent. The benefit to the Firm was to provide a service to Partners that were retiring or separating from the Firm. Clients and others that still needed to be in contact were able to do so because of this application.

Independence Interpretation Application (IIA) - tracks, stores, and reports information about any business relationships between third-party organizations and retired/former partners and principals.

PAR US Enhancements - Partner Allocation Review (PAR) is an existing application that is modified each year that helps manage the process, which involves the dispersal of earnings- increases or decreases at the end of the fiscal year to Partners, who were employed at any point during that fiscal year.

PAR for Canada – Managed the implementation of the PAR system to Canada, which had to comply with Canadian Law and Regulations.

Project Manager – Ernst & Young CAS Ad-Hoc Team

2005 – 2008

Project Manager for various project assignments, assuming an oversight role on many of them, with responsibility for meeting budget and time constraints. Concurrently managed several outside of CAS applications, while working on CAS Ad-Hoc Team project management projects. Managed assorted IT Projects in accordance with the PMBOK methodology. Extensive experience with creating Time & Cost estimates based on client requirements and with the goal of completing the project within budget. Managed day-to-day interactions with clients, developers and management.

Standout successes include:

Considerable involvement with developing the department’s Work Intake system which led to a department-wide standard for capturing project and budget metrics which increased the efficiency of project resource allocations, the ability to meet timelines and budgets, and improved the accuracy of reporting metrics.

Efficiently managed geographically dispersed teams by creating Notes databases and SQL databases/sites to fulfill the needs of internal E&Y clients.

Generated a monthly report for all of Enterprise Shared Services (ESS), which was used by upper management during monthly meetings for making next step decisions and overall budget status.

Involved in Financial Reporting, including creating Reserve and Creative Services Group (CSG) for FY09 budgets, managing server hosting costs, and monitoring overall costs for the ESS projects.

Project Manager – Ernst & Young Tactical Application Solutions

2000 – 2005

Managed projects involving Tactical Application Solutions on many varied and challenging project assignments. Managed various IT Projects for the firm in accordance with Firm Standards and processes.

Notes Developer – Ernst & Young Business Line Services

1998 – 2000

Developed various applications for Ernst & Young. Collaborated with multiple teams, developers and clients.

Training

Project Management Professional Certified (PMP)

Since 2006

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