Tim Ferrall

**** ******* ***, ******** ** *****

acvd02@r.postjobfree.com

303-***-****

SUMMARY

Detail oriented and energetic project manager with extensive client facing experience in high pressure Strategic Outsourcing environments. Strong team building skills with ten years+ of leading complex groups as a personnel manager. Effective problem solver with strong written and verbal communication skills. Extensive experience creating and delivering effective presentations to all organizational levels from new hires to executives. Have successfully led multiple teams in matrixed environments that required negotiation and cooperation to meet deliverable schedules and other contractual commitments. PMI, ITIL V3, and Agile Scrum Master certified. Have developed and led organizational governance and quality assurance systems. Helped define, develop and implement processes for software defection prevention, change control, and configuration management for the NASA Space Shuttle Onboard Software Program. EMPLOYMENT HISTORY

Mar 2014 – Feb 2015: IBM Global Technology Services, Project Manager on the NiSource Account Was brought on to rescue a highly visible and floundering project to revitalize 30+ existing IT processes into an ITIL framework. Was also assigned to produce deliverables (10 Day Purchase Order Process & Personnel Projection Matrix) that had missed their due dates. Successfully produced and gained client signoff on the overdue deliverables, thus resolving two significant client satisfaction issues.

Assumed control of the process project weekly status meetings that were being run by the client and developed a coherent way to track and report Process Architect activities

Reorganized the Process Architects’ work schedule to align to the client’s complementary quality assessment initiative, further integrating the IBM & NiSource teams

Recovered several lost project weeks through the new schedule and met the original mid-July end date with all new processes formally accepted by the client

Created and delivered training to NiSource employees and subcontractors so that the new processes were actually incorporated into ongoing operations

Documented the complicated IBM procurement process and showed dependencies/chokepoints among the different teams required to create a PO; resolved chokepoints and trained account PMs

Utilized existing Finance reports to create a Personnel Projection Matrix and drove the required data collection from geographically dispersed teams in the US and Latin America Apr 2004-Feb 2014: IBM Global Technology Services, Quality Assurance Project Manager Developed and drove various Strategic Outsourcing (SO) Service Delivery Quality Assurance programs. Devised ways to collect data across the North America SO account portfolio and to execute actions plans to correct unique and systemic problems. Worked under several different executive teams to implement their vision for delivery improvement during a time of significant work transfer to overseas technical teams.

Analyzed problem ticket flow and ownership problems to eliminate handoff failures that were causing Service Level Agreement misses

Worked with sales teams to improve costing models for SO Transition and Transformation

Trained global teams as needed to improve their Service Delivery to North American accounts

Created and delivered educational presentations to all levels of the SO Delivery Organization to drive the adoption of new Quality Assurance methodologies

Analyzed change management failures and drove corrective action plans

Worked with LEAN analysts on other process improvements based on root cause analyses

Executed various staff assignments to support executive management Jul 2000-Mar 2004: IBM Global Technology Services, Manager, Strategic Outsourcing (SO) Transition Led a second line organization (~60 people) of project managers and technical architects. Program manager accountable for the success of multiple, simultaneous Transition projects, which were executed when a new SO contract was signed. Combined budgets averaged $15 million annually.

Accountable for the successful deployment of tools and processes into the client’s mainframe, distributed, network and security environments

Accountable for the establishment of new client IT service desks

Accountable for the smooth onboarding of client personnel into IBM

Accountable for client signoff of all Transition deliverables

Negotiated with managers in the matrixed delivery organizations for additional technical resources to staff Transition teams

Presented the Transition process to prospective clients during the sales cycle to help win new business

Maintained high team morale in a stressful environment Sept 1999-June 2000: IBM Global Technology Services, Manager, Distributed Transition Services Led a first line organization (~25 people) of project managers and technical architects. Program Manager accountable for multiple, simultaneous Transitions to deploy tools and processes into a newly signed client’s distributed I/T environment. Total budget for completed transitions was $6.7M. Initiated a new process of

“Cultural Transition” to improve the onboarding experience for client personnel into IBM. May 1996-August 1999: IBM Global Technology Services, Delivery Project Executive (DPE) As DPE, was accountable for all or part of service delivery in support with the following clients: CompUSA, Halliburton, IBM Advantis, Kaiser Permanente, Texaco (not concurrently). On Texaco, managed a department of IBMers and subcontractors which successfully completed a desktop migration from Windows 3.1 to Windows 95 and from MS Mail to MS Exchange with no impact to ongoing I/T operations. On Kaiser, project managed several complex software distribution efforts to the desktop level in physicians’ offices. On Halliburton, managed the problem management tool training of client and subcontractor personnel. On CompUSA, was the delivery interface to the sales team and was able to drive significant improvements to the proposed solution for the client’s I/T infrastructure. Aug 1994-Apr 1996: Loral Space Information Systems, Technical Team Lead and Manager Managed a first line dept. that maintained the Space Shuttle Flight Computer Operating System (FCOS) and a subcontractor team that maintained the Flight Software compiler (5 months). Was a team lead Flight Software Tools area, implementing several code changes and supporting continual improvement. Aug 1993 – July 1994: IBM Systems Solutions, Technical Staff to the Public Sector Managing Executive Supported the executive in managing his contracts with several state and local governments. June 1981 – July 1993: IBM Federal Systems, On Board Space Shuttle Flight Software (FSW) Project Held various lead technical and programming positions. Presented detailed technical analyses and proposed corrections of payload software issues weekly to NASA. Successfully led the effort to improve the error plagued FSW reconfiguration process. Helped define procedures for software configuration management and change control. Was a key participant in the Baseline Control Board, which was the IBM governing body for all FSW schedules, issues and resolutions. Was appointed to management in Mar 1988: for four and years was accountable for 100-200 subcontractor software changes implemented yearly and for testing of the Vehicle Cargo Systems FSW.

EDUCATION

1981, BS with High Honor, Computer Science – University of Wyoming 1981-20006 Various IBM Technical and Management courses

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