Project Management
Resume:
Jean J Dahl
MBA, PSM, PMP, PMI-ACP **** Fargo Drive
Frisco, Texas 75033
VICE PRESIDENT
SUMMARY OF QUALIFICATIONS
Experienced executive proficient at developing significant partnerships to
strategize, define, develop, and deliver needed business/technology
solutions. A leader with a proven track record and progressive leadership
experience capable of increasing efficiency and productivity, while cutting
costs for organizations in utilities, financial services, banking,
insurance, government, telecom, healthcare, and travel & hospitality;
managing budgets in excess of $200M; and teams of 700+. My impact has come
through:
Optimizing technology to serve business process and organizational
objectives, while maximizing return on investment
Leading multidisciplinary and multi-site teams in delivering large,
complex, enterprise-wide programs on-time and on-budget
Architecting custom-designed process and delivery models to meet the
specific needs of companies in unrelated fields
Standardizing and optimizing business process improvement investments by
employing a variety of methodologies
Understanding the importance of proactively identifying and managing the
change management aspects of strategic initiatives
Building consensus among the business and technology leaders from the field
up through the C-suite
Designing scalable solutions to meet changing technology and business needs
by working across entire organizations
Driving consistency in sales, delivery, and development through repeatable
solutions by developing company-wide best practices, project management
methodologies, and program management offices (PMOs)
Developing a proven methodology for designing, building, and implementing
PMOs & agile transformations, regardless industry
AREAS OF EXCELLENCE
? Strategic Planning ? Project Portfolio Management ? Project/Program
Management ? Process Improvement ? Best Practices & Custom Methodologies ?
Transformational Programs ? Vendor Management ? Agile Methods &
Transformations ? PMO Startups & Turnarounds ? Change Management (Prosci &
Kotter) ? Applications Development Management ?
CAREER HISTORY
Vice President ? Organizational Agility (Project, Program, & Portfolio
Management).
Transamerica, Inc. Plano, Texas. 2012-present.
Responsible for turning this troubled PMO around by transforming the
relationship between the business and technology through strategic
alignment, effective Project Portfolio Management (PPM), standardized
project/program management practices, efficient reporting/metrics, evolving
transformational efforts, introducing agility into the organization, and
proactive Talent Management. Responsible for managing all faucets of a
$200M business/technology portfolio; leading 5 directors, 7 senior
enterprise program managers, and over 50 project managers who manage over
1.5 million project/program hours across 14 global locations, reporting
directly to the CIO.
Strategic Planning and Portfolio Management: Engaged and consulted with
the C-suite to create the initial 3-Year Strategic Initiatives Pipeline
(Roadmap). Developed and implemented a five-stage process to request,
estimate, prioritize, approve, and resource projects and programs.
Instituted and leads a two-board process to continuously refine/manage
the pipeline at both the executive (strategic) and business unit
(tactical) levels. Using MS Project Server developed a capacity planning
and resource management model to build a staffing mechanism encompassing
FTE, and onshore/offshore vendor selection and management. Introduced
processes to manage and optimize the portfolio, while mitigating risk.
Staffed and trained the newly formed PPM team. Impact: Canceled 20% of
inflight projects that did not meet ROI targets; developed a 3-year
rolling strategic pipeline.
Project Accounting/Portfolio Reporting: Defining a project accounting
process framework to correctly capitalize/expense project/program costs.
Implemented a new toolset based on VersionOne and Microsoft Project Server
to track at the team, through the PMO, and up to the PPM level. Impact:
Now capable of supplying the executive team with a reporting dashboard
depicting the status of the entire portfolio, along with the financials and
trends at a glance.
Enterprise Architecture: Formed the Strategic Platforms Leadership team
(SPLT) to define the "as is" and "to be" models for both the business and
systems architecture. Currently performing systems and business
architecture analysis using a Lean Six Sigma approach to determine how both
models need to be upgraded and allowed to evolve over the next three years.
Project/Program Management: Architecting the rebirth of the PMO to
effectively function in this new model, by consolidating 8 divisions into
one and building the Waterfall/Scrum PM Methods to support this new
interactive model between the business & technology. Also, provides daily
oversight and direct involvement in the management of all strategic
programs. Impact: Consistent project delivery methods across the entire
portfolio; shift in green status from 57 to 98% in less than 6 months.
Transformational Programs: Providing oversight and leadership to two-large
scale transformation programs. The agile Web, Social, Mobile (WSM) digital
initiative is underway to consolidate over 140 websites into one. The other
being the Accelerate Transformation program that focuses on consolidating
all underwriting platforms, which entails converting 4 databases into 1 and
the modification of over 300 custom interfaces. Impact: In six months,
turned this troubled program around and have met 100 percent of milestones
vs. 40 percent before it was rebaselined. Transformed the program from
waterfall to agile.
Agile Transformation: Leading the global enterprise-wide agile
transformation for almost 100 teams. Developed a five-stage, three-
Iteration agile Transformation model based on Lean Six Sigma principles to
carry out the strategic and tactical components of the transformation.
Built an agile coaching staff of 17 over 8 locations, created courseware,
and delivered training. Established the global agile Center of Excellence
(CoE) to lead and support the transformation and continue to scale the
implementation by introducing Centers of Practice (COPs) and other agile
methods, such as Kanban, Extreme Programming (XP), and Lean practices.
Impact: Code quality within the agile teams increased by 40% and customer
satisfaction is up 25%.
Talent Management: Conducted a talent assessment to ensure all staff
members were in the right roles and capable of performing all key
responsibilities. Developed performance management plans to bridge any
gaps; and hired, mentored, coached and developed staff, as well as others
within the organization to further their skills and management
capabilities.
Director ? Enterprise Program Management Office (ePMO). Sabre Airline
Solutions. Southlake, Texas. 2011-2012
Created, managed, and optimized an ePMO for this global Software-as-a-
Service (SaaS) technology company. Responsible for managing all faucets of
a 1.2 million-hour agile portfolio, developing an Agile with Scrum Program
Management framework and best practices, and directing the performance of 7
senior enterprise program managers responsible for all development efforts
across 20 product towers, coordinating the work of 50 project/program
managers, and over 700 multi-site, global developers.
Strategic Planning/Portfolio Management: Formed this agile ePMO and
defined the long-term strategy, its mission, vision, key competencies,
roles, responsibilities, short-term and long-term goals and
objectives, portfolio level reporting, and Earned Value Management
(EVM) metrics. Impact: Tied strategy to execution and increased ROI
by 20%.
Change Management: Assessed the organization's appetite for change,
as well as its ability to change by conducting a stakeholder analysis
and readiness assessment. Identified the change management risks,
developed the risk mitigation strategies and change management plan,
and executed and re-evaluated the plan throughout the project.
Identified the communications and messaging strategies; developed the
communications plan, key messages, and project primer deck; and
socialized the deck throughout the organization to align all
stakeholders.
Process & Methods: Collaborated with senior management to identify
required enterprise program/project management best practices and process
improvement initiatives, and then developed feasible strategies for
development and implementation. Designed and developed the AS ePMO
Technology Program Management Framework (TPMF) based on a hybrid of Agile
with Scrum and the PmBOK; implemented it to manage all development efforts
at the project, program, and enterprise cross-functional levels. Instituted
new enterprise PM practices, consisting of portfolio level reporting;
business requirements tracking; technical design, cross product tower
estimating, and prioritization processes; internal wall walks; cross-
project dependencies and deliverables identification; release planning and
major milestone tracking; resource management; risk mitigation, scope
management, issues tracking, status reporting, and retrospectives; program
reviews/audits; and interval code drops and demonstrations. Led 4 agile
coaches that worked with the teams to integrate agile principles into our
development processes.
Sales: Provided oversight on 2 major deal pursuit wins, totaling
$125M and a revenue stream of over $1B for the next 10 years.
Talent Management: Conducted a talent assessment to ensure all staff
members were in the right roles and capable of performing all key
responsibilities. Developed performance management plans to bridge any
gaps; and hired, mentored, coached and developed directs, as well as other
directors to further or program management capabilities.
Collaboration Management: Initiated the development of strategic alliances
between Technology and Sales, Delivery, Product Management, and Strategic
Services to develop a holistic approach to selling and delivering large
complex enterprise-wide strategic accounts.
CIO/Senior Vice President. ProjectSmarts Inc., Dallas, Texas. 2008 to
2011
Led a cross-functional team of 75+ in this Lean Six Sigma process
improvement and large-scale change effort that consisted of three tracks
focused on standardizing and optimizing the Cisco Systems Services Sales
end-to-end sales processes of this $5B organization.
Identified the strategic and tactical implications, socialized and aligned
the goals, and developed the business case. Interviewed senior leadership
to identify the stakeholders, develop the scope and DMAIC project plans,
and staff the program. Identified the informal leaders, defined the change
network, and managed the six work teams.
Acted as change manager and employed the Prosci Change Management
model to generate awareness, gain participation, build the knowledge,
implement the changes, and reinforce the change to achieve a 97
percent adoption rate overall for the new processes being implemented.
Assessed the organization's appetite for change, as well as its
ability to change by conducting a stakeholder analysis. Identified the
change management risks, developed the risk mitigation strategies and
change management plan, and executed and re-evaluated the plan
throughout the project.
Identified the communications and messaging strategies; developed the
communications plan, key messages, and project primer deck; and socialized
the deck throughout the organization to align all stakeholders.
Broke the sales process down into two categories (SOW vs. Quote) developed
the Baselines, Metrics, and Data Collection Plan. Streamlined and optimized
the Project Identification Number (PID) Creation process, decreasing cycle
time by almost 3 days.
Developed the role-based training, piloted the processes, revised and
rolled out the training, and monitored the processes. Evaluated the impact
of alternative approaches on an ongoing basis from a policy, procedural and
organizational perspective.
Performed vendor evaluation and procurement consulting services for USAA
Insurance by identifying, evaluating, and choosing the best in class
software vendor for USAA's new Learning Management System (LMS):
Directed a cross-functional team of 50, composed of both business and
technical personnel.
Designed and developed the RFI and RFP requirements in MS Excel; vendor
technical and functional scorecards, vendor demonstration guidelines in MS
Word, and evaluation weighting criteria, as well as managed all vendor
relationships.
Developed the final recommendation, presenting the results to the business'
executive steering committee that consisted of the senior vice president,
three vice presidents, and five senior directors for approval.
Director ? ECM Portfolio Management Office. Oracle, Incorporated, Redwood
Shores, California. 2007-2008
Managed the newly formed Enterprise Content Management (ECM) Portfolio and
formed this startup program office. Organized it into strategic service
offerings aligned with the sales organization to ensure proper sales
coverage of all business development and delivery activities.
Responsibilities included the P&L, quality, and risk across the portfolio
of projects and programs to ensure total customer satisfaction and to meet
revenue and project performance objectives.
Reported directly to the senior vice president and led a staff of 25
project managers and 5 program managers that managed approximately $200
million in business per year. Developed the revenue forecasting process.
Worked directly with the Oracle PMO to train the staff on its AIM
methodology, as well as the new agile components.
Conducted in-depth project reviews with direct reports to identify
potential or current issues on projects within the portfolio.
Worked closely with the program managers to mentor, coach, and help resolve
outstanding issues with their programs.
Senior Program Manager. ASG, Inc (Formerly Mobius Management Systems),
Norcross, Georgia. 2002-2007
Managed all aspects of the pre-sales customer engagement and performed post-
sales program delivery activities for the both the Mobius Financial
Services and Healthcare practices by leading multiple projects
simultaneously of varying size and complexity stretching across the entire
Mobius Enterprise Content Management (ECM) product suite. Most
implementations consisted of either an MVS or distributed systems multi-
terabyte content management repository with both a custom J2EE API and web
portal front-end. Leveraged both waterfall and agile methods (Scrum) to
manage the programs, while leading teams consisting of both on and offshore
technical resources.
Assumed responsibility and turned around two troubled large-scale
transformation programs at Lehman Brothers and The Capital Group,
representing over $85 million in revenue. Both projects were in jeopardy of
being canceled and way over schedule and budget. By re-evaluating the scope
and project plan, then forming two cross-functional teams of 30 and 70
respectively, consisting of client staff, Mobius consultants, internal
development staff, and outside vendors to build out the technical
environment, move the legacy data from the mainframe, and develop the
required interfaces. Both projects were successfully completed and the
contracts were saved. Reported to the C-suite and had full P&L
responsibility.
Managed multiple client engagements for the Mobius Healthcare practice by
designing, developing, and implementing Digital Content Management and
Imaging Solutions. Worked with the hospital staff to develop the
wireframes, navigation, and content requirements; defined user profiles,
workflow scenarios, metadata, and map the content; and designed the
technical architecture and installed the servers, software, Oracle
database, and established connectivity. Presented the solution to hospital
administrators to obtain site approval and coordinated the site launches
with Marketing and Employee Relations.
Designed, developed, and implemented the Mobius Project Management
Methodology toolkit known as PMDirect. It consisted of five sets of
artifacts by product that guided the Mobius technical staff and program
managers through the complete program lifecycle. When implemented, our
delivery organization's margins increased from 25 to 45 percent overall.
Identified, scoped, and closed numerous consultative sales opportunities,
as well as developed standardized Service Delivery SOWs. Impact: Our
closing rate increased from 20 to 60% and SOW development time dropped from
45 to 10 days.
Engagement Manager. Hitachi Consulting, LLC, Dallas & Austin, Texas. 1999-
2002
Managed the onsite client relationship at TXU Energy and developed
statements of work, detailed project plans, hired staff, and managed the
budget for all projects. Maintained control over scope through sound change
control and risk mitigation practices. Conducted final client approval and
closeout reviews, reconciled contract terms, and led negotiations for
additional business. Designed and developed all project deliverables using
the MS Office product suite (Excel, Word, PowerPoint, Visio, Publisher, and
Project).
Managed the $10 million TXU Enterprise Energy Manager Implementation and
Integration project. Led a 30-person project team in the efforts to
install, customize, implement, and integrate this CRM client/server and web-
based software suite for TXU. Developed the business requirements,
assisted in the vendor selection, performed a gap analysis, developed a
release strategy to develop the missing functionality, and managed all
phases of the development process. Dealt with all vendor issues and acted
as liaison between TXU and the vendor. Led the business process re-
engineering efforts to streamline the new business processes, developed the
end-user and support training plans, and incorporated the system into the
strategic direction and daily operations of the division.
Led the $12 million TXU Customer Information System (CIS) Conversion and
Data Migration project. Managed 5 business units in this effort to convert
over 100,000 existing accounts from the old CIS to the newly deregulated AR
system. Coordinated the setup of accounts (including the EDI transactions
needed for ERCOT), and identified and resolved both pre and post-data
conversion issues, while managing a staff of 125 (75 full-time TXU
employees and 50 contract programmers). Led the business process re-
engineering efforts to identify and implement the new business processes
needed in registering and managing ERCOT EDI transactions.
Acted as proposal manager and led a team of 10 to draft a response to the
Texas Education Agency (TEA) Data Warehousing Public Access Initiative
(PAI) RFP. The team was successful in winning this $10.2 million contract
to design and build a multi-terabyte data warehouse, 3 data marts, and a
knowledge portal.
Managed the day-to-day operations of the TEA Data Warehousing PAI project.
Implemented the methodology and managed the project in adherence to TEA's
SEI CMM Level 3 certification efforts. Developed the scope, project plan,
and WBS; and managed the overall budget. Analyzed the data sources,
assisted in the design of the technical architecture, and worked with the
data modelers to design and build both the logical and physical database
designs for the data marts. Supervised the installation, configuration, and
implementation of all DW hardware and software tools. Implemented the
physical design, developed the staging processes, and populated the
database.
Assisted the director with new business development. Designed and developed
sales presentations and proposals; met with perspective clients; scoped the
business & technical requirements on proposed projects, resulting in over
$20M in revenue.
Established a Program Management Office (PMO) and developed the Experio
Way Project Management methodology and 5-day training class based on OOAD
concepts and the SEI CMM. Researched, designed, and developed the Experio
Data Warehousing Methodology. Mentored and coached the PM staff, assisted
with developing project and program deliverables, and plan reviews.
Engagement Manager. Interactive Micro Solutions, Dallas, Texas. 1995-1999.
Managed a series of independent consulting engagements for clients
consisting of BEA Systems, GTE, Action Systems, Fidelity Investments, and
Electronic Data Systems to name a few. Responsible for generating leads,
managing the sales cycle and client relationship; defining the scope,
requirements, and deliverables; developing and delivering on the project
plans, and consistently managed all projects to an under budget, ahead of
schedule Earn/Burn Ratio of 0.95. Designed/developed all project
deliverables.
Managed multiple projects for the GTE I/T Architecture and Design
department. Attended weekly director-level, technical project management
meetings conducted to track development efforts.
Managed a cross-functional work team of 20 people to conduct both
functional and design decompositions of the Network Order Management
Engineering System (NOMES), utilizing technical, support, and business
domain personnel.
Researched, designed, and developed the GTE Information Technology
Architecture and Design Methodology, patterned after the SEI Architecture
Business Cycle (ABC) and Booch and Rumbaugh object-oriented design
methodologies.
Assisted the PMO in performing an evaluation to assess the feasibility and
tasks required to move from SEI CMM Level 2 to Level 3 status.
Completed two assignments at Electronic Data Systems (EDS) that consisted
of:
Performing an organizational readiness assessment that studied the
feasibility of implementing the SEI CMM within the Software Development
department at TXU. Compiled the final report and presented it to TXU's
executive sponsors.
Leading a team of 10 EDS systems engineers that researched and documented
the Retail Software Management System (RSMS) C source code, which consisted
of the libraries, executables, header files, scripts, daemons, modules, and
functions.
ACADEMIC CREDENTIALS, CERTIFICATIONS, & AFFILIATIONS
Doctorate of Philosophy -University of Texas at Dallas. Major: Business
Policy & Strategy (16 credit hours towards degree)
Master of Business Administration-University of Texas at Dallas. Major:
Organizational Behavior. Minor: Accounting
Bachelor of Science-University of Wisconsin, La Crosse. Major: Finance
Agile Certified Practitioner (ACP)-Project Management Institute (PMI) since
June 2013
Project Management Professional (PMP)-Project management Institute (PMI)
since May 2000
Professional Scrum Master (PSM)-Scrum Alliance
Lean Six Sigma Master Black Belt-Cisco Systems
Adjunct Professor-Southern Methodist University-School of Engineering.
Project Management Certification Program
Member-Project Management Institute since May 2000; Association of Change
Management Professionals since January 2011
Jean J Dahl - Resume: Page PAGE 2 of NUMPAGES 4
Jean J Dahl - Resume: Page PAGE 1 of NUMPAGES 4
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