Project Management

Location:

7302

Posted:

August 07, 2011

Contact this candidate

Resume:

Tamara Kalesnik

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

201-***-****(cell)

201-***-**** (home)

Global

PMO Director Summary:

An experienced and proven leader with over fifteen years of

Strategy and Planning, Program Management Office, Business

Process, Outsourcing, Procurement and IT experience at leading

Financial Services firms. Has a strong reputation for delivering

key enterprise- wide business program implementations,

transformation projects and IT initiatives. Background includes

extensive Portfolio and Program Management, strategic planning,

business Integration, enterprise change management programs,

building outsourcing programs in India and Latin America, vendor

management, and running global operations in positions as Strategy

Director, Global PMO Director and Global Program Manager.

PMO Management Skills Summary:

Portfolio Management (Portfolios ranging 75-200 Million dollars

per business unit)

PMO methodologies and Project Management (Agile, RUP, SDLC, Lean

Six Sigma)

Manager of PMOs, Program Manager, Project Managers, Business

Analyst, QA Teams (up to 30 people)

Global Project coordination (Multi-site, Multi team)

Managing multi-site global projects (Europe, India, and Asia)

Mentoring, Coaching and Development of PM, BA and QA teams in

leadership capacity

Experience in working in a matrix - driven organization

Implementing process/change enterprise wide

Skilled in creative problem solving

IT Governance -Investment Boards

Chair Steering Committee /Senior Level Meetings

Executive Presentation and Status Reporting (including Metrics)

Strategy Definition and Business Case Definition

Project Plan, Milestone Management

Budget and Resource Management (Financial)

Risk, and Issue Management/Mitigation

Compliance Program (AML, KYC, Tax, Dodd Frank, Bank Stress

testing, Cost Basis)

Project Scope management, Change Control Process and Management

Contract Negotiations

Vendor management (on and offsite)

Education: University of Pittsburgh - B.A English 1997

Leadership/Personality Skills:

Strong Out-of Box Thinking and creative problem solving, focused on

Building Partnerships with Stakeholders through influencing and consensus

building, Delivery focused through Customer Service/Service Partner

Orientation, Mentoring of staff, Strong Listening and Communication skills,

Organizational Awareness

Work Experience

Director Barclays Capital

1/2011- Present

. Currently awaiting funding for confidential change the bank

initiatives

PMO Portfolio and Program Management

Citigroup 2009- 2011

. Global PMO Manager charged to partner with Executives,

Project Delivery Managers and Leadership oversight to ensure

successful planning, governance, and comprehensive PMO

Program support of Regulatory, Global Finance, Trading

project portfolios

. Task to manage effective enterprise and portfolio

governance, stakeholders, engagement, partnership

management, strategic planning, multi-year roadmaps,

portfolio reporting, financial reporting, process and

overall delivery of initiatives on behalf of Executive

Sponsors.

. Championed Progress, Knowledge, Communication, Resource,

Risk and Issue, Financial and Vendor management across

multiple portfolio of projects totaling 25-100 million

dollars (each portfolio)

. Ensure portfolios are managed to best in classes

expectations to maximize resource allocation, project

pipelines, and ROI for true benefit realization

. Partnered with other Global Technology, Risk, Finance,

Compliance and business unit PMO Managers to ensure

portfolio of initiatives are assessed, prioritized, and

scheduled into the pipeline on daily basis

. Lead the identification and drive resolution of issues and

risk including those outside of portfolio

. Direct the communication of status, issues and risk

disposition to all stakeholders through project reviews,

steering committees, and weekly portfolio reviews

. Established and monitor dependencies across portfolio as

well as globally to assess impact to projects in direct and

indirect manner

. Develop Monthly and Quarterly scorecards used to assess the

maturity over the overall PMO organization and IT portfolios

. Facilitate program/project reviews of critical/key

enterprise programs and projects

. Provide direction and oversight of project planning to

ensuring all projects have problem statements, charters,

roadmaps, goals, objectives and timelines with measurable

milestones

. Align the PMO to effectively achieve enterprise and

executive objectives

. Oversee key management communications such as project

steering committee presentations, town halls, enterprise

communications

. Work closely with Senior Management to present Town Halls,

Offsite Management Meetings, Client Road shows, and Tech

Fairs to ensure organizational communication is transparent

to Global partners within firm

. Continue to manage, train and motivate project managers to

create an effective and highly functioning team

. Oversee training, project management education and mentoring for staff

and management

. In partnership with senior management, ensure that the collective

portfolio activities support the goals of Executive Management and all

business targets (financial)

Director, Portfolio and Program Management S&P

1/2008-12/2008

. Portfolio includes redesign of company website, CRM

applications and sales and marketing related initiatives.

Portfolio managed totals 20 Million dollars of both

technology and infrastructure related initiatives

. Managed team of 10 Project Managers located in New York

. Built project management standards, methodology, reporting,

tools for the newly formed PMO group- reached level 2

maturity

. Charged with leading process and project teams across

functional centers to deliver process improvement results

from a business and technology approach- Agile approach was

implemented across the portfolio

. Advising, coaching and mentoring of PM and BA staff on

standards, methods, tools and applications

. Provide mentoring, training and direction for direct reports

and project teams

. Actively manage, train and motivate project managers to

create an effective and highly functioning team

. Overall PMO goals were to evaluate Business Value,

Functional performance of the technology organization, and

evaluate overall service delivery to the customers

Director, Program Management Office Franklin

Templeton

7/2006- 12/2007

. Leader of Global Program Management office supporting

business and technology Projects totaling approximately $145

million dollars.

. Manage staff of 15 PMO's located in US, Singapore and India-

total 30

. Manage QA Team (12 resources) located in India- focused on

Application Development, Testing and Production Support of

LOB applications

. Actively participate in the development of enterprise-wide

project management and tools training.

. Manage the complexity of leading process and project teams

across functional centers to deliver process improvement

results along with generating tangible metric to support

process ( Six Sigma)

. Advising, coaching and mentoring of PM and BA staff on

standards, methods, tools and applications

. Appointed PMOC Committee Member focused on developing core

curriculum for training of company Project Managers and

building Center of Excellence

. Responsible to the Executive Committee/senior management for

the monitoring, reporting, auditing and quality assurance of

portfolio of projects

. Initiated, structured, executed and reported on multiple IT

Project Portfolios

. Managed IT Portfolios to maximize resource allocation,

project pipelines, and ROI for true benefits realization

. Work with other PMO Managers and business units to ensure

portfolio of initiatives are assessed, prioritized, and

scheduled into the pipeline

. Worked with other PMO Managers to develop Monthly and

Quarterly scorecards used to assess the maturity over the

overall PMO organization and IT portfolios

. Provide overall quality assurance that PMO methodologies

were being followed and practices

. Worked closely with Senior Management, to ensure efficient

delivery of strategic projects through consistent

application of sound project management principles

. Serve as point person for Business Partners to provide

guidance, direction, and support to the business. Lead

efforts to address and resolve all business and technology

related issues.

. Chaired process improvement/Operational Center of Excellence

committee as mandated by Executive board directors. The

mandate was to foster and improve business processes for

customer service, productivity, process efficiencies and

other strategic initiatives

. Tasked to manage a cross-functional project team including

staff (and subject matter experts) from other departments

. Define and Support of enterprise IT Governance within

Technology Management

. Monitored performance of active projects including tracking

key program issues for timely resolution, risk management

and mitigation, milestone management, project plan

management, project budgets, scope creep and change, onshore

and offshore staffing, vendor management, contract/SOW

negotiations and overall program quality assurance and

project standards.

. Work with senior management to meet organizational

commitment goals, organizational improvement goals, and

budget/finance goals

. Lead planning and execution effort required for infrastructure related

projects ensuring that an open communication dialogues exists between

business units, applications teams and infrastructure and that the

projects' plans and the associated milestones are well understood and

communicated and are not in conflict with other activities.

. Manages the testing and certification effort required by the

application teams to certify infrastructure specific initiatives in

the environment. (SOX etc

. Facilitates focus group and feedback sessions with the business to

ensure that all issues are being addressed.

. Lead offsite for Succession Planning activities for Key

positions

. Lead and Oversee all related recruiting activities for

group. This includes working with vendors, interviewing,

offers both on and off shore

. Manage headcount and on-boarding process

. Work with HR to manage employee related performance issues

and various other HR related issues

. Manage and review monthly cost center budget reviews via

Peoplesoft and MSPS

. Role serves as catalyst for both cultural and project

related change in technology groups by setting direction and

roadmap of the team

. Complete year-end employee reviews

. Provide mentoring, training and direction for direct reports

and project teams

. Actively manage, train and motivate project managers to

create an effective and highly functioning team

. Manage year end budget process between technology teams and

business

. Manage and run Steering Committee Meetings, Global PMO

meetings with Senior Management

. All Ad-hoc requests by Senior Management

. Currently use ITG to deliver end-to-end Governance control

Building of PMO: Level 3 Maturity (with measurement)

. Collaborated with Senior Executives to determine type of

PMO model to adopt through current state as well as

cultural analysis

. Built PMO model to incorporate chose methodology

. Established Methodology, Processes, Templates, Status

Reporting, Governance Boards, training, and COE to

initiate the PMO practice

. PMO support was provided to assist Project managers to

deliver projects within scope, time and budget- this was

established through a project charter process

. PPM was implemented to assist in managing projects in a

portfolio manner aligned to each business unit

. PMO functioned in silos: Governance/ Process/

Methodology, Financial Management and Reporting, Off

shoring Support Model, QA and Vendor Management

. Overall PMO goals were to establish methodology and

practices, improve delivery, cut spending, evaluate

Business Value, Functional performance of the technology

organization, and evaluate overall service delivery to

the customers

Global Outsourcing as part of PMO role (Built outsourcing

model)

. Tasked with developing Globalization and Outsourcing opportunity

assessment for India and Poland.

. Worked with Executives to build Offshore strategy and Roadmap

including Business Case Development and Financial Impact assessment

. Worked with offshore vendors to assist in migration planning and

services migration

. Establishment and conduct of PMO function in India and Poland

. Developed internal Shared Services processes and practices as COE

. Development / conduct of an RFI / RFP process

. Project planning -actual utilization of offshore resources

. Country ranking and risk assessment (Infrastructure, Cost,

Volatility etc)

. Held due diligence trips to assess offshore service centers

. Site analysis, ranking and selection

. Worked with Human Resources for staff recruiting, training,

deployment, performance management, and retention

Procurement Oversight

. Assisted in the development of a "COE" for Global procurement/sourcing

strategies

. Partnered to build a Procurement governance model and framework to

establish processes, policies and procedures, risk practices, risk

assessments, contract assessment and remediation efforts, SLA

management, legal and regulatory guidelines, on and offboarding

practices, BCP, DR and board reporting and metrics tracking.

. Partnered to develop sourcing strategies for critical suppliers

located in BPO/ITO locations.

. Participated in country specific on-site visits in India, Poland,

Philippines and Latin America

. Establish and develop relationships with key stakeholders

. Worked with senior management to build a "preferred" vendor list by