Manager Project

Jack Alvenus 415-***-**** (h) 732-***-**** (c)

*** ******* ******, **** *** San Francisco CA 94107 *******@***.***

Top performing Manager/Coach with well developed leadership, organizational and analytical skills seeking a

challenging growth opportunity. Accomplished innovator with a proven track record of developing creative solutions

for complex projects or products, involving challenging requirements, limited resources, and fixed deadlines.

Demonstrated interpersonal communication, and relationship building at the executive level. Collaboration skills

involving cross-functional teams comprised of diverse personalities, skill sets, and levels of experience.

Budgeting (Cost and Resources)

Project Management (PMI)

Interpersonal & Communication Skills

Negotiation (Vendors and Clients)

Financial P&L Responsibility

Policy and Strategic Planning

Product/Company Integration

Inside Sales Management

Process & Procedures Development

M&A Analysis/Execution

Product and Project Development

Departmental Administration

Vendor Management

Life Cycles

Six Sigma/CMM level 5 IS9000

Professional Experience

Senior Consultant Agile Coach

Blue Shield of CA, San Francisco, CA

11/2012-Present

• Assessing existing processes, practices, tools and techniques in combination with industry best practices for the formation of

new future state standards and to facilitate organizational change.

• Provided training and coaching services to the business and IT leaders, project management, requirements, architecture &

design, delivery, QA and release teams to adopt Agile/Lean processes, practices, tools and techniques.

• Setting up a measurement and analysis framework to track and measure improvements in efficiency of project execution,

risk management, quality of deliverables and team engagement across the entire organization.

• Create and centralize training materials and templates for program management and governance.

• Responsible for the assessment, planning and execution of change within the organization.

• Responsible for the resource planning, production scheduling, milestone tracking and project coordination on behalf of the

web experience group for online initiatives.

PMO Manager/Coach

Gap, Inc. San Francisco, CA 9/2011- 11/2012

• Performed regular QC on program a metrics and efforts of the new PMO/Software Asset Management tools (Asset

Manager, CMDB, and Probes), regarding the reporting, risks/issues, quality and policies and procedures for Software Asset

Management for the global enterprises, using Scrum methodology.

• Work and managed the Software vendor (HP) and consultant service companies (HP, Pepperweed, etc) to partner in rolling

out this new IT department and tools to the Gap.

• Managed and couched agile project teams to successfully rollout this new organization and tools.

• Partnered with the PMO, sourcing, IT Asset Owners and Change Management teams to update policies and procedures for

the new tools, discovery, and reporting.

• Responsible to management for overall delivery and governance across teams to ensure that the teams had global

consistency in metrics and reporting.

• Working with PMO in resolving and dealing with CA Clarity Implementation, regarding the quality of the global risk and

issues resolution, budgeting, standard M&Ps and project/program prioritization.

• Project and Program couching of PMs and partners with Project, Program, SDLC, and Agile (Scrum and Lean) best

practices.

PMO Manager/Coach–Trading Technology

Bridgewater Associates, LLP, Westport, CT 3/2010- 4/2011

• Oversaw day to day efforts, and the overall rollout of the SDLC/ITSM procedures to Trading and PMO creation with an

agile Scrum methodology.

• Manage and maintain quality metrics and tool for the Product Development and Project Lifecycle of Products for

customized a product line.

• Managed and couched project team (internal and external PMs, and staffers on Agile practices) to keep on budget and

schedule, reporting daily and weekly status to Executive management team, and was responsible for program risks, conflicts

and issues within a highly matrixed team.

• Worked with, development teams working on Analytics, Business Intelligence, Data Warehouse, and Data Mining products

• Directly reported to the Trading Technology Executive status, budget, and RAG ratings of program/project and phases.

• Management of scrum teams, served as Scrum Coach and Scrum Master supporting organizations within Bridgewater (legal,

risk, compliance, finance, support, development, core technology, VMO, etc.)

• Partnered with the business owners to set overall technology priority process and the business achieve its business goals

through technology (backlog)

• Responsible for delivery of all trading technology projects and programs, and developing department metrics and

measurements for process compliance.

• Responsibility for enforcement and governance of Project compliance with Bridgewater Architecture groups for Trading

PMO.

PMO Manager/Coach – Investment Management Information Technology

JP Morgan Chase, Jersey City, NJ 5/2007-3/2010

• Managed the assessment, selection, planning, execution and governance of the global change management and global

standardization with the overall rollout of CA Clarity (USA, EMEA, Asia, and Japan) for JPMC; Waterfall and Agile

(Scrum) methodologies within the global program portfolios.

• Managed the integration of the Bear Sterns Asset acquisition into the Investment Management division.

• Oversaw day to day efforts of Managed, negotiated, and engaged Vendors for the integration effort of the core IT systems in

support of the launch of new JPMC Software Product (customized Java) based on CA Clarity (IBM WebSphere and Oracle

DBs), Crystal Reports and Business Objects reporting.

• Manage and maintain the Product Development and Project Lifecycle of Products, documentation and training.

• Managed global project team (internal and external PMs, and staffers) to keep on budget and schedule, reporting daily and

weekly status to Executive management team.

• Directly reported to the Executive Steering Committee to (Regional CTOs, CIO, and CAO), status and produced quality

global metrics for reporting budget, RAG ratings of program and projects, program risks, conflicts and issues within a

highly matrixed international teams.

• Worked on approving and compliance with architecture standards and practices. Represented CA Clarity in architecture

reviews and application standard meeting.

• Managed a team of over 15 matrixed employees from all supporting organizations within JPMC (legal, risk, compliance,

finance, support, development, real estate, procurement, architecture etc.)

• Extensive Oversees travel in support of contracts and deliverables.

Senior Manager – Technology Wireless

Digicel USA, New York NY 7/2006-12/2006

• Managed the PMO for company wide technology delivery, governance and reporting

• Managed the integration of acquired products and services into the overall Digicel offering

• Managed and couched the Wireless infrastructure and build-out teams using Agile (Scrum and Extreme) for the custom

software and Waterfall hardware infrastructure programs/projects.

• Managed the integration effort of the BSS and OSS systems for the overall support for the IT organization; supporting Sales,

Marketing, Product Management, Executive Management, Customer Care, and Finance.

• Worked with the following technologies: Hardware: CDMA, GSM, Handsets (NOKIA, LG, Motorola, etc), Software: MS

Great Plains and .Net, Flash, Web Services, Call XML, Voice XML, data warehousing, Business Intelligence (Crystal and

BO) and Java.

• Day to day manager of the Tech Mehindra a worldwide Systems Integrator (Off-shore) for all integration efforts across 10

vendors using Agile development Methodologies (Scrum and Extreme).

• Supported the negotiated and engagement of vendors to support the integration effort totaling almost 20 million dollars in

contracts with vendors included Verizon Wireless, West, Verizon Business, Tech Mahindra, etc.

• Supported the Technology VP and CTO in administrating the technology team and deliverables, and architecture reviews.

• Managed project team (internal and external PMs, and staffers) to keep on budget and schedule, quality metrics and

reporting, daily and weekly status to the technology management team, totaling more then 250 team members.

• Supported with an operating budget for technology of over $50 million.

Senior Program Manager for Product Development and Wireless R&D

Telcordia Technologies (Formerly Bell Labs), Piscataway/New Jersey 9/2000 – 7/2006

• Consulting to World Telcom providers, ATT, Cisco, BellSouth, Verizon, O2, DT, BT, and numerous Tier 2 and 3

Telecommunication firms

• Extensive M&A work on acquisitions of products and companies in excess of $35 million.

• Establish operational objectives, assignments and delegate assignments to subordinate project managers.

• Responsible for the management of the wireless R&D unit, which included planning, developing and executing of all

projects and initiatives within the wireless business unit, using Agile (Scrum and Extreme) project methodologies.

• Confirmed and management quality standards and QC with the programs for CMM and Telcordia standards.

• Contribute to setting direction and goals of the organization, and functioning as an advisor regarding budgets, projects,

policies and operations.

• Worked with Java, C++, Oracle DBs, Apache, IBM WebSphere, Crystal Reports, and BO.

• Negotiated and contracted with vendor to outsource 500k to 1 million annually.

• Manage project team leads, and project P&Ls and contracts over multiple years, diverse deliverables and varying customer

contracts within Global Business of Telcordia Technologies.

• Extensive Oversees travel in support of customer contracts and deliverables.

• Supported the Sales and Marketing both domestically and oversees for a range of Telcordia Products and projects.

• Worked with sales and markets systems, i.e. SalesForce.com, and Telcordia Sales Systems

Bearing Point Program Manager

GE Capital, Information Technology Services, South Plainfield, NJ 6/1999 – 9/2000

• Specified IT configurations to meet business needs of small companies with $3-15M in annual sales and to Fortune 500

companies. Clients included AT&T, Lucent, GE Capital, and IBM.

• Examined department objectives, designed performance measures, and specified technology tactics to meet strategic goals.

Offered hardware, software, and networked systems solutions. Sourced IT professionals.

• Managed PMO for implementation projects and provided for ongoing support using Agile and Six Sigma based methods.

• Established, migrated, and developed networks while introducing new products and services.

• Analyzed and supported the migration from on-site support tools and processes to centralized system and support in

Newport KY, for USA Networks and KPMG.

• Created a project process for migrating to new and enhanced system. Implemented process and tracked process with

customer departments weekly and monthly in order to ensure acceptable deliverable. Followed up with process evaluation

meeting following implementation and testing, measuring the pluses and minuses of the process to perfect the

implementation for future customers and departments.

Management Consultant

Edison, NJ 12/1997 - 6/1999

Independent Management Consultant for clients including AT&T, Lucent, GE Capital, and IBM.

• Specified IT configurations to meet business needs of small companies with $3-15M in annual sales and to Fortune 500

companies.

• Examined department objectives, designed performance measures, and specified technology tactics to meet strategic goals.

• Sold hardware, software, and networked systems.

• Sourced IT professionals.

EDS Consultant

AEON, Dallas, TX 7/1997 - 12/1997

IT consulting firm sourcing IT consultants and managers for Fortune 500 firms such as Chase Manhattan, Merrill

Lynch, and AT&T

• Established branch office, marketing materials, business strategy, and key relationships.

• Negotiated exclusive contract with successful financial consulting firm as seamless IT implementation arm.

• Secured $3M contract with Chase Manhattan and began implementation.

• Transitioned the business after AEON's sale to EDS.

Manager

Inacom Information Systems, New York, NY 2/1995 - 6/1997

• Expanded sales support organization overseeing 60 employees enabling branch to grow 400% to capture 120M in extra

business.

• Broadly recognized for making things happen better, faster, and cheaper. Respected for knowing organizational capabilities

and making authoritative commitments well beyond formal position in organization.

• Catalyst for growth of Branch Office. Developed department with organizational restructuring to facilitate control,

communication, and training. Served as buffer with aggressive AEs. Set goals, policies, procedures, and compensation and

bonus plans. Results: Reduced turnover 3 fold; Cut training time 4 fold. Trimmed by 15% cost of selling goods (A/R,

training, shipping, warehousing, configuration); Showed profit in shipping; Exceeded SLAs by 50%; Grew department 5

times, from 6 to 30, while increasing productivity 800%. Accepted responsibility for 30 other employees; enabled branch to

accept large challenging contracts with strong profitability.

• Resolved impasse during large meeting between Dean Witter wanting lump sum payment and IBM wanting annuity leasing

by suggesting a one-payment lease.

• Established system that allocated break/fix costs to service provider. Turned maintenance contracts from cost to profit with

$750k revenue swing.

• To bring accounts receivable under control analyzed sales processes and agreements. Created policies and procedures for

technicians during system set up. Contacted customers to clean up discrepancies and solve problems in order to get paid.

Within 60 days A/R went from $1M or 30% 60 days overdue to under 3%.

• Client management. Brought into early phase of sales cycle to set up and negotiate details with customer on administrative

relations, service level agreements and financial details. Selected primary contacts, established internal procedures, set goals

and expectations with support and technical staffs. Monitored initial transactions and resolved problems. Authorized

exceptions and enforced limits. Consulted with customers on their internal procedures to facilitate SLAs. Entrusted to

handle most important issues with key clients. Transitioned clients to new products or processes. Ensured clean termination

of contract.

• Administered rollout lifecycle. Evaluated vendor-customer IT upgrade and implementation plan from administrative and

logistical perspective. Strategize lease or buy options. Created SLA commitments covering: response time, hours of

availability, service response and repair, order turnaround, and quality assurance parameters. Negotiated and administered

schedule of configuration, logistics of implementation, and details of rollout. Meet weekly with customer to review progress

and goals. Composed mutual evaluation of project performance. Distilled and internally disseminated lessons learned to

avoid making same mistake twice.

Consultant

Electronic Voting Consulting Services, Jamaica, NY 10/1993 - 2/1995

• Extension of NYC Board of Elections project offering advanced technical and project management services.

Project Manager

New York City, Board of Elections, New York, NY 5/1992 - 10/1993

• Selected and qualified IT vendors.

• Supervised dozens of employees for project budgeting at multiple sites.

• Co-developed electronic voting machine rollout project plan including timeline, budget, supervisory structure, evaluation

procedures.

Education & Affiliations

Master's Degree, Public Administration ABD

Saint John's University US-New York-Jamaica

Bachelor's Degree, Public Administration/Philosophy

Saint John's University US-New York-Jamaica

PMI Certification, Project Management

Project Management Institute US-PA-Newtown Square

Certified Scrum Master US-IN-Indianapolis

Scrum Alliance

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