Project Manager Management

. Michael Eubank, PMP

Tel: 636-***-**** **********@*****.***

. Technology Leader / Project Management Professional

Consultative Project Manager IT Business Strategist Client

Relationship Development

PMP certified project manager with a strong IT service management and

security background. Serve as a technical lead on the development and

implementation of comprehensive engagements requiring strong planning and

budgetary management skills. Skilled in creating and managing project

plans, and resources to facilitate the timely delivery of technology

engagements. Recognized as a committed team leader with the ability to

guide the personal and professional development of staff to drive high

performing teams. Core competencies include:

? Project Planning / Development / Execution ? Vendor /

Subcontractor Management

? PMO Creation ? Establish PMO Procedures and Reporting

? Technology Infrastructure / Migrations ? Assessments /

Feasibility Studies

? Budget Development / Management ? Issue Management /

Resolution

? Partnerships / Strategic Alliances ? EVM

? Team Leadership / Growth ? Client Presentations

? ITIL ? SDLC

. Professional Experience

Verizon Business, St. Louis

Project & Program Manager June

2010 - Present

Leading several internal and external teams on an effort to leverage

applications and SAN HW (CX4's) to ensure failover and failback

capabilities for an international publisher. This is a large effort

encompassing 2 datacenters (cross continental), significant resources and

an extremely compressed timeline.

Lead a team to create a disaster recovery methodology (for both the Oracle

Db's and infrastructure, along with dozens of mission critical applications

on the infrastructure) for a leading retailer to include both their online

transactional database functions but also data center processes and

procedures to failover and failback in the event of a disaster.

Lead another team from an international chemical manufacturer in creating

and implementing a disaster recovery methodology for both infrastructure

and applications. This project includes both technical documentation as

well as creating the physical environment for the project.

Monsanto, St. Louis

Jan 2010

- March 2010

Project Manager

Lead a global team responsible for the conversion of over 150 applications

currently running on the Domino platform and migrated them over to the

Microsoft Office SharePoint (MOSS 2007) platform.

Lead a team of 12 onsite resources with 50 off shore resources (teams in

India and Viet Nam) utilizing SDLC, Agile, Scrum and PMI methodology.

. Establish a project PMO to work with 3rd party vendors, on site teams

and management to ensure effective communications and escalations of

issues as needed.

. Worked with Subject Matter Experts (SME's) to ensure the successful

build out of the physical infrastructure needed to support the project.

. Partnered with the companies legal department to ensure compliance

with all necessary regulations (surrounding data retention, data

warehousing, etc).

IBM GLOBAL SERVICES, Cleveland, Ohio January, 2005 - November, 2009

Project Manager

Provide technology expertise to manage client engagements from inception

through successful delivery. Work with clients from various industries,

including the financial, entertainment, medical, and manufacturing sectors.

Establish project blueprints, draft statements of work, lead project

meetings, and manage substantial budgets and resources to facilitate timely

delivery.

Regarded as a consummate team player and effective communicator to empower

high performing teams. Support new applications, processes, and lines of

business to fuel cost savings and resolve technology and organizational

issues.

Client: Walmart

November 2008 - November

2009

Lead a team of 14 onsite resources and 70 national technical resources

including some offshore (India). The methodologies used for this project

were primarily PMI and some Agile (for the App Dev portion of the project)

as well as SDLC throughout the entire project.

Lead an extremely large, complex and challenging project with TCV (total

contract value) of $110 million. The scope encompassed both a hardware roll

out component (75% of project) as well as application development in

support of the roll out (25% of project) and support of the business

critical applications.

Scope included a significant application development effort crossing many

platforms for business critical applications including COTS and custom

applications. Several PM methodologies were used on this project including

Agile, PMI, Scrum, etc.

Established a PMO consisting of 6 Project Managers as direct reports as

well as 8 project administrators and 70 technical resources. As part of the

PMO creation, metrics and methods were enacted (such as EVM, etc) to

actively monitor as well as trend metrics throughout the life of the

project.

Provided ongoing leadership and management for both the internal and client

teams to ensure a successful global implantation.

Responsible for P&L of entire project.

Client: Atlantic Media Company

June, 2008 - September, 2008

Lead a team of onsite resources and off site personnel responsible for the

architecture and design of the IT Infrastructure used to cover the

Democratic and Republican national conventions.

. Components of this project included site surveys, technology design

and the ability to work with several disparate groups with competing

interests and agendas.

. This project also included the design of the networks, the physical

implementation of the designs, the support of the IT environment before,

during and after the events.

( Due to the time sensitive nature of the news reporting and

associated coverage (TV, Radio, Web, Blog,etc) this project necessitated

having multiple risk mitigation plans as well as a tertiary disaster

recovery plan (having 3 different sites to failover in the event of a

disaster).

Client: MasterCard

December, 2007 - May,

2008

. Organized the implementation of a Maximo (ITIL) installation and

implementation for a global financial

services organization.

Lead a large application development effort 4 on site resources

and 10 off site resources that allowed the project to use COTS software

(with modification by project engineers using Java, C++, .Net and other

languages) to manage and migrate data and workflow from the original

applications to the new system with 0 down time and no impact to the

client's business. The following methodologies were utilized for the

successful outcome of the project; SDLC, Agile, Scrum, Waterfall and PMI

(PMBOK).

Leveraged ITIL and ITSM processes to maximize efficiencies offered by these

processes and technologies (CCDM, Change, Accelerators, Taddm,

Tammit, etc) processes and technologies.

. Provided ongoing leadership and management for both the internal

and client teams to ensure a

successful global implementation.

. Have bottom line P&L responsibility.

. Established a project framework to enable the ITIL project to work

within the existing PMO (for reporting and budgetary reasons)

Client: Carpenter Technologies

March, 2007 - October, 2007

Led the development of an on site PMO that included 8 on site

resources (Microsoft, IBM resources) and 12 Offshore (India

resources doing the application migration).

Agile and PMI were the methods used on this project.

. Organized the build-out of a physical infrastructure environment,

conversion of 300 Lotus Notes applications to SharePoint architecture,

and conversion of the company's internal intranet to run on SharePoint.

. Provided ongoing leadership and team support for a group of 10 to

complete the project that was estimated to save the client $5 million.

. Assisted with the development of a PMO office, which facilitated

standardization of documentation frameworks, establishing metrics and

methods to measure and trend (such as EVM) and implementation of new

projects.

Client: CNN

March 2007 - June

2007

( This project utilized bleeding edge technology that came out of

the IBM labs. The purpose of the project was to use proprietary algorhythms

as well as very powerful computing environments to allow a new breed of

applications to categorize video and still photography. The idea being is

that the application was able to self learn and categorize hundreds of

thousands of video clips, film and photos for storage and quick recall

(when needed) from CNN staff. This was a proof of concept project that

succeeded beyond initial projections.

( The success of this project allowed IBM to offer this service

as an offering to clients in need of such capabilities (news outlets, film

industry, pre and post production facilities, etc).

Client: CNA Insurance

February 2006 - February

2007

. Worked with existing PMO (6 on site resources and 5 off site) to

Schedule and coordinate all technical resources and move logistics for a

datacenter relocation and IT transformation effort. This required using

a multitude of different methodologies as well as working in lockstep

with the client through each phase or the project and with all levels of

resources; from C-level executives to hands on engineers..

. Participated in the original technical assurance and delivery assurance

review to validate ability of the program to meet client expectations.

. Managed and reported on the budget, including allocation of resources,

vendors, and subcontractors as well as capital expenditures and creating

a monthly forward looking forecast.

. Developed and issued executive communications, and worked closely within

the PMO to provide status updates, track deliverables, and manage issues

throughout the project's lifecycle. Metrics and processes used within

the framework of the PMO included EVM (Earned Value Management), WBS,

Dashboards, etc.

Client: HBO

January 2006 -

February 2006

. Supervised a team of testers working with Mercury software and the

LoadRunner application to determine capacity of a web page to handle

increased traffic, utilizing Agile methodology.

. The project included not only load testing but also architecting the

infrastructure components (front end, middleware and backend) and

customizing both home grown apps and COTS applications.

. This project was highly sensitive at the time due to the potential loss

of competitive advantage should the project become public prior to the

deadline.

. Ensured maintenance of project scope, and facilitated ongoing

communications with the client and team to deliver the engagement on

time.

Client: The Cleveland Clinic

June 2005, - December 2005

Program Manager

( Lead the IT transformational effort for the Cleveland Clinic;

encompassing a datacenter refresh as well as redesigning the overall

LAN/WAN architecture.

( This position required working closely and managing many 3rd

party vendors in addition to the overall timeline and creating a PMO for

the project that worked within the existing client PMO structure.

( Typical duties included managing the budget, timeline and

resources in addition to reporting status at C-level meeting with client

executive stakeholders.

Client: UPMC (University of Pittsburgh Medical Center)

January 2005, - June, 2005

. Assumed a leadership role, and managed survey teams (35 on site

resources and 20 off site) conducting inventory and evaluating

applications on more than 24,000 PC's at over 200 physical locations.

Facilitated the project's timely deployment within budgetary guidelines.

. This roll out was only one of many work efforts overseen by myself and

the PMO I established.

. Established a project PMO that created polices and procedures that

allowed for the accurate reporting, financial management as well as

resource management. This allowed our project PMO to work within the

existing program PMO without a duplication of effort and a clear vision

of the entire program utilizing the PMBOK, SDLC and Agile methods.

. Architected and implemented numerous processes, and led teams to meet

project deliverables, including compatibility with new OS and

application packaging.

PARKER HANNIFIN, Cleveland, Ohio February, 2003 - January, 2005

Project Manager, Technical Consultant

Selected to provide technical support and strategic recommendations to

improve server capacity. Developed a project plan and key milestones to

resolve unscheduled production outages within the North American client's

Active Directory structure.

. Collaborated with multinational corporate divisions in Europe, Asia, and

Australia to analyze processes, procedures, and technical configurations

of Active Directory structures. Presented critical recommendations to

address issues.

. At its peak, I managed a team of 15 directly on site with access (as

needed) of up to 50 around the globe (for infrastructure issues and

projects).

. Applied hands-on technical acumen to architect a solution, which

resulted in elimination of outages, and a significant savings for the

company in support and technical architecture spending.

. Managed an annual project budget of $5 million and 15 direct reports to

deliver a successful engagement.

UNION NATIONAL MORTGAGE COMPANY, Cleveland, Ohio January, 2001 -

February, 2003

IT Manager

Leveraged emerging technologies to facilitate the company's marketplace

advantage. Managed daily technology operations and provided strategic

vision to help the company realize business growth.

. Managed an operating budget, and a staff (10 on site and a "remote"

staff of 7 to 10) during a critical transitional time for the company.

Supported an environment characterized by camaraderie and commitment to

team goals.

. Conducted feasibility study for transition to a full lifecycle LOS (Loan

origination Software) system. Created UAT and test cases as well as a

financial plan including initial buy in, on going maintenance, and other

expenses (hardware purchases, etc). Also solely negotiated with the

vendors on licensing, maintenance and SLA agreements.

. Established procedures for system implementation, maintenance, and

disaster recovery.

. Created and implemented policies and procedures for interacting with 3rd

party systems (i.e. Freddie and Fannie XML and proprietary interfaces

and portals.)

PREVIOUS EXPERIENCE:

S.B. STONE & CO. - IT Consultant

BRIDGESTONE / FIRESTONE - IT Project Manager

. Education & Credentials

UNIVERSITY OF PHOENIX, Phoenix, Arizona

. Bachelor of Science in Information Technology

CERTIFICATIONS:

Project Management Professional (PMP) Microsoft Certified Systems

Engineer (MCSE)

ADDITIONAL:

Member of local PMI chapter.

Contact this candidate