Project Manager Management

William J. DeStefano, PMP

**** **** *** ***** (732) 768-

1080

Doylestown, PA 18901

*************@*******.***

SUMMARY :

Results-oriented PMI-certified Project Management Professional (PMP)

with over 15 years of management experience, which includes setup of

Global and enterprise-wide PMOs, and implementing multimillion dollar

projects through the full system lifecycle, from initiation to closing

phases; including management of project financials at the program

level. Strengths are evidenced in consistently achieving targeted

results in team and individual efforts on both large-scale and small

projects, while maintaining excellent communications at all levels of

the organization.

PROFESSIONAL EXPERIENCE:

EMC Consulting September 2006 - Present

Senior Consultant - Senior Project/Program Manager

American Express, AZ

-Implemented a global Program Management Office to support a

multi year, global accounts receivable consolidation initiative

-Created and implemented all standard processes and templates,

including; change management, issue/risk management, decision

management, financial tracking/management, and executive

reporting

-Performed as Program Manager for a portfolio of projects

including management of the consolidated program plan

-Organized and facilitated several critical path planning

sessions with all impacted technical and business resources

from the EMEA, APJ, and NA regions

Blue Cross Blue Shield of Rhode Island, RI

-Implemented an Enterprise Program Management Office (EPMO) to

support the strategic transformation of the company

-Organized and interfaced with C-level executives and Vice

Presidents to create the governance, charter, and roles &

responsibilities for all roles within the EPMO and impacted

roles external to the EPMO

-Created a portfolio tracking process and tool to capture,

log, and prioritize the portfolio of work for the enterprise

-Created a set of tools and templates (milestone tracker,

dependency log, weekly status reports, etc) to be used

throughout the organization to support projects from business

case creation to project/program closure

Merck & Co., Inc., NJ

-Performed an in-depth analysis of existing financial

management processes of the Global Data Services business unit

-Implemented a new dynamic, robust process that allowed for

earlier views into monthly budget performance and allowed

flexibility to make strategic financial decisions more quickly

-Created and maintained a yearly and monthly financial forecast

which incorporated a spend plan of $25M

-Executed routine Leadership Team meetings consisting of senior

level executives where departmental tactical decisions were made

Bristol-Myers Squibb Co., NJ

-Project leader for an international audit of Manufacturing GMP

& CMC Regulatory compliance

-Led 12 CMC projects, with a combined budget of over $20M,

during the life of the audit initiative

-Remediated significant QA, Stability, or manufacturing,

compliance gaps by modifying the manufacturing process or by

notifying various Health Authorities with a Regulatory

submission (US) or variation (EU)

-Communicated effectively with project team members &

respective executives by building relationships

-Instrumental in the development and maturity of the PMO by

documenting repeatable processes and created program templates

and guidelines; such as reporting dashboards and project phase

gates

-Managed a matrixed team of 10 full time employees and

consultants per project ~ 50 simultaneously

-Traveled internationally and domestically to help build

alignment with key business stakeholders

Schering-Plough Corp., NJ

Senior Project Manager March 2006 - July

2006

-Initiated the $10M Global NT4 end of life program, with the

goal to remove NT4 from the environment

-Created a monthly executive level dashboard summary

presentation for the Steering Committee, which included the

Business Area VPs, the VP of IT and the CIO

-Implemented project management, industry standard best

practices by adding controls to the project

-Developed change control process to track changes in scope,

timelines, and program spend

-Created program level project plans to facilitate alignment

with strategic business goals

-Implemented a solution to identify and mitigate risks to ensure

keeping the project on track

-Contracted with client through Patel Consultants

Avaya, NJ

Deployment Manager January 2005 -

March 2006

-Project manager for the Change Management department working to

deliver a $7M global electronic billing solution, which was

designed for the entire external customer base

-Solution generated over $1M in accounts receivables in the

first two weeks after project launch

-Managed all aspects of the deployment, which included daily

executive level status meetings utilizing metrics presented in

a dashboard view

-Established end user support structure and processes to

support the new application

-Developed and managed the Go Live plan which utilized a group

of matrixed IT and business resources

-Worked with the business sponsors to establish metrics for

determining successful launch criteria

-Implemented risk management procedures to identify and isolate

project risks for quick resolution

-Contracted with client through Kinley & Manbeck, a change

management company

Aventis Pharmaceuticals, NJ

Project Manager July 2002 - December

2004

-Project manager for Infrastructure PMO of a $120M Tier 1

global project, which was #1 business focus

-Single point of contact between the business and Infrastructure

groups, which included; Data Center, Client Deployment, Network,

Telecom, Security, Help Desk, Quality, Architecture

-Developed dashboard tools for management reporting and risk

management tools to facilitate internal and external

deliverables being met on time

-Instrumental in global PMO initiative to create standard

project management guidelines, tools & templates

-Used Summit Ascendant Methodology to plan, drive, and document

projects within Aventis

-Implemented a highspeed remote access solution to 5,000 remote

field sales force users, estimated to save over $1M in the

first year

-Created and implemented change management SOP to increase turn

around time for newly identified

project requirements and to foster building alignment and

setting expectations with internal customers

-Created presentations to illustrate milestones, risks, and

dependencies to the business owners

-Contracted with client through international IT consulting

company of Paragon Computer Professionals

Tyco Submarine Systems and TyCom Ltd., NJ

Project Manager/Technical Lead Feb. 1999 - Oct.

2001

-Project manager and technical lead on a complex remote access

solution implementation of global service providers -

GRIC/iPass, which realized $800,000 annual savings for the

company

-Researched new technology to satisfy business needs, certified

new products/versions, organized upgrades and planned rollouts

across the organization

-Instrumental in corporate strategic planning to bring up remote

sites and upgrade servers/software

-Managed corporate initiative to migrate from Microsoft Mail to

Microsoft Exchange

-Single point of contact for 5 remote sites, (2 domestic, 3

international) in France, Singapore and Spain, which included

travel to the sites. High impact initiatives included

establishment of VPN and firewall

-Contracted with client through Technology Consulting Group

Debevoise & Plimpton, NY

Computer Systems Manager June 1997 - Nov.

1998

-Managed staff of five network administrators for a 24 x 7

operating data center

-Liaison for NY data center to remote data centers in DC,

London, Paris, Moscow and Japan

-Maintained business continuity and disaster recovery plan via

Octopus real-time replication software

-Created and implement backup strategy for thirty-five servers

in the NY data center

Sacred Heart University, CT

Manager of Academic Computing Sept. 1992 - May

1997

-Strategically planned & managed implementation of a

comprehensive laptop program requiring all students to use a

laptop in class and in their dorm rooms

-Created centralized call center for response and resolution of

all requests for the Academic community

-Project managed migration of new operating systems on all

servers and desktops

-Responsible for all phases of vendor management of

hardware/software selection and purchase

-Created and executed presentations to university

administration and faculty on various technologies

-Managed a staff of 40 employees consisting of full time

employees and work-study students

PROFESSIONAL FOCUS:

Project/Program Management, Project Management Office (PMO)

Guidelines Development, Risk Management, Change Management, Disaster

Recovery, Training Delivery, Pharmaceutical Industry, Regulatory

Compliance, Good Manufacturing Practices (GMP), Chemistry,

Manufacturing & Controls (CMC), Agile PM Methodology, Commercial

Software (e.g., MS Office, MS Project, Clarity Project server),

Networking Systems and Technologies (e.g., TCP/IP, Cisco VPN, MS SMS)

EDUCATION:

Bachelor of Science: Information System Science Salve Regina

University Newport, RI

Project Management Professional (PMP): Project

Management Institute (PMI)

PROFESSIONAL AFFILIATIONS:

Project Management Institute (PMI) - New Jersey Chapter Member

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