Project Manager

Rochelle Persephone C. Jim, PMP

Manager - Accenture Philippines

Contact Number: 707-***-****

Address: RM 8E CIT 500 Santol Street Sta. Mesa, Manila, Philippines

1550

Email Address: ********.***@*****.***

Certified Project Manager Professional

PMP-certified IT project manager and test manager; experienced in driving

million-dollar projects and consistently meet key program deliverables.

Professional, remains focused on clients' requirements and motivated to

deliver. Works well under pressure, very productive and low learning curve

on new projects or assignments. Independent yet works well with teams,

shares tips and tricks, uplifts team morale.

Professional strengths include:

- PMP-certified

- Project analysis, Scope management and Rollout

- Software development life cycle

- Risk assessment and management

- Multi-site team management

- Continuous process improvement

- Test management

- Project mobilization

- Quality management

- Resource management

- Communications management

- Metrics and status reporting

- Budget and schedule management

- Project workplan management

-

Accenture Project Experiences

Project : American Express

Project Duration: April 2009 - Present

Project & Role Description

American Express, a diversified global financial services company, operates

in 130 countries across the globe. The company is best known for its

credit card, charge card, and traveler's checks businesses. Accenture is

currently working on a co-sourcing effort to provide additional development

capacity to enable W Corporation to fulfill requirements of the recently

approved "Unfair and Deceptive Acts or Practices' law by the US president.

Year 2009 - Present

- Handled various compliance projects for the February 2010 and June 2010

implementation, averaging 5000 man-hours with 10 different teams.

- Managed the Analyze, Design, Build and Test Phases. Ensured that all

aspects of project management are adhered to - no scope creep, high

quality, budget and schedule targets were met.

- Assessed and managed risks and escalated issues in a timely manner.

- Created daily and weekly status reports for senior management.

- Created metrics report, analyzed metrics and ensured that key metrics

are not slipping by implementing continuous process improvements, updated

design and build checklists.

- Managed the Assembly and System Testing teams. Ensured teams identify

and test all scenarios needed by American Express clients.

- Managed project workplans, taught the teams to interpret and follow

project workplans.

- Led the Planning and Control team. Handled the overall testing

strategy of the various teams testing for the different implementations,

ensured consistent plan across all teams.

Project : Metavante (now FIS) Corporation - StarView/CSF/CR

Project Duration: April 2005 - March 2009

Project & Role Description

Metavante Corporation, a leading provider of technology products and

services for the financial services industry, enables financial services

providers with the best, most innovative banking solutions to meet both

their financial services needs and the needs of their customers. Accenture

is currently working on a co-sourcing effort with the Metavante Corporation

Integrated Banking Solutions departments to provide additional development

capacity to enable Metavante Corporation to fulfill its commitment to their

customers.

Year 2008 - 2009

Project manager

- Managed multiple projects, ranging from small (around 200 hours) to

medium sized (around 400 hours), in the Deposits application. This

involved managing different teams, local, offshore and remote personnel

(both Metavante and Accenture) and coordinating with different

applications across Metavante Corporation.

- Communicated closely with Metavante Corporation's clients in order to

facilitate project initiation. Ensured that requirements are finalized

and managed to prevent scope creep. Managed the projects through the

implementation stage. Ensured that every environment's testing is

maximized and issues were found earlier; this increased Metavante's

confidence level in the projects prior to implementation.

- Reported the progress of projects weekly and as necessary to upper

management

Onshore lead

- Led the following teams of the Integrated Banking Solutions department

- Loans, CSF, StarView. Clarified and defined the scope of work that will

be handled by these teams.

- Carefully reviewed the management metrics weekly, submitted feedback to

the offshore team and worked with them to address any errors or gaps and

be on top of status of all the projects. Delivered the status and

metrics of offshore's projects to the client management in their weekly

meetings.

- Worked with Metavante's managers to keep offshore team fully utilized

by suggesting creative ways and keeping them updated of everyone's

utilization. Shared ideas on how to keep everyone utilized despite the

peaks and valleys in different applications by identifying the pros and

cons of cross-application utilization, suggesting mitigating items of

doing cross-application utilization, offering to do workplan management

and suggesting various continuous improvement activities and prioritizing

them to identify what could be worked on in underutilization period.

- Worked to improve the relationship between Metavante and offshore team

by providing communication tips to the offshore team. Shared ideas on

development and process efficiencies, conducted root cause analysis

meetings as needed, worked with the offshore team to implement process

and development efficiencies and then provided feedback to upper

management on offshore's performance. After working with the offshore

team to improve the team's skills and processes, showcased the offshore

team's capabilities to the clients.

- Worked on several process improvement initiatives such as implementing

system testing and conversion development using onshore/offshore model,

and refining of the iterative process and later on rolling it out to the

team.

- Spearheaded the calibration of the loans estimate sheet, a 180-hour

initiative. For this initiative, verified and gathered the requirements,

worked with the tools team to produce the analysis spreadsheet, directly

worked Metavante's project managers, and technical analysts to analyze

the data and decide on how the new estimate sheet should be adjusted, and

then worked with the tools team to produce the new loans estimate sheet.

Also managed the calibration of the CSF estimate sheet using the same

process; also trained the clients on the whole process as well.

Year 2007

Mobilization Lead

- Spearheaded the mobilization of the CreditRevue team's expansion of

work. Worked with the offshore and onshore team starting from the Prepare

phase to the Plan phase, Transition and Pilot Operations phase.

- During the prepare phase, identified areas of focus where the client

can maximize using the offshore team on and created an action plan in

order to work on them.

- During the plan phase, detailed out the plan to the client team and

assessed processes and identified gaps with the co-sourcing delivery

model.

- During the transition phase, helped create the team's training plan and

also worked to establish the team's processes. These processes include

communication process, risk management, development process, maintenance

and support process, issue escalation process, etc.

- During the pilot operations phase, coordinated processes for pilot

projects to be worked on by offshore and monitored the quality closely.

Onshore Lead

- Onshore lead for the various teams of X Corporation - Loans, CSF,

CreditRevue, StarView.

- Oversaw the day-to-day operations and served as the project manager of

the offshore team. Worked with client project managers in defining the

scope of work of all Accenture resources specific to their respective

projects.

- Monitored and continuously assessed delivery model effectiveness.

Supported the offshore lead and designers in planning and managing

Accenture delivery for assigned projects.

- Supported project management process and worked with project managers

to ensure all Accenture resources are fully allocated. Developed team

members' capabilities and conducted performance evaluations for her team

members.

Year 2006

StarView Team Manager

- Continued being the lead of the StarView team. Managed the team and

the team's deliverables.

CSF Team Manager

- Initially performed the role of a designer and developer in order to be

acclimated to the team. As a designer, did low level designs, code and

unit test reviews. As a developer, she ensured that all her code and

unit test are of good quality, within budget and submitted within

schedule.

- Project management responsibilities - made sure that the whole team is

fully utilized on a daily basis. Closely monitored and managed the team's

workplans.

- Worked on process improvements for the team. These processes were aimed

to uplift the team's morale, increase the team's metrics particularly

budget and schedule, and improve the overall development process of the

team. Provided guidance and mentor to the careers' of the members of her

team.

Year 2005

StarView Team Lead

- Mobilized StarView offshore team - Assigned onshore during the StarView

project start-up phase in order to participate in client-led trainings,

meetings and discussions. Gained enough technical and functional skills

in order to facilitate training sessions to the offshore team upon her

return to Manila. Starting up the team offshore, she headed establishing

the different processes in order to ensure a smooth flow of operation

between offshore and onshore. Among these processes were onshore-offshore

communication, issue escalation and handoff processes. Aside from

establishing onshore and offshore processes, she helped modify the

existing processes of the client by suggesting various process

improvement activities.

Project : Pacificare Corporation - ILIAD System

Enhancement

Project Duration: Jan. 2004 - April 2005

Project & Role Description

Pacificare Corporation is one of the largest health and consumer services

companies in the United States. Primary operations include health insurance

products for employer groups and Medicare beneficiaries in eight states and

Guam, serving approximately 3.3 million members. Accenture has a long-term

outsourcing arrangement with Pacificare Corporation to maintain and enhance

the ILIAD/DISCorp claims processing and billing transaction health care

system as well as other supporting systems. The Manila Delivery Center was

brought in to help deliver the enhancements on ILIAD that were identified

by the client for the year 2004. The Manila Delivery Center will primarily

be involved in the build phase of the engagement and provide test support

when necessary.

- Mobilized Pacificare offshore team - During the project start-up phase,

went to the client site in order to participate in client-led trainings,

meetings and discussions. Gained enough technical skills in order to

facilitate training sessions to the offshore team upon returning to

Manila. Organized the onshore-offshore communication, issue escalation

and handoff processes. Ensured that there will be a smooth flow of work

and transition from onshore to offshore and vice versa.

Team Lead

- Managed the day-to-day activities of the team. Allocated work to the

whole team based on availability and skill. Distributed tasks equally so

that the team's skills are maximized.

- Provided development, functional and technical support to the team.

Initiated and led the handoff calls and made sure that onshore and

offshore have the same understanding on the specification packages that

will be built.

- Thoroughly reviewed the deliverables of the team before submitting them

to the onshore counterpart.

- Prepared the workplan of the team and constantly monitored the budget

and schedule of her team. Performed necessary steps to make sure that the

team's deliverables were completed within budget and defect-free.

- Submitted change requests whenever there is a need to extend the

deadline or request for additional budget.

- Prepared status reports and facilitated status meetings with the

onshore counterparts.

- Supported the system test job runs executed offshore. Oversaw the test

execution of the team and made sure that everything ran smoothly.

- Developed and tested programs especially if the requirement was urgent

and nobody from the team was available to work on it. Ensured that her

responsibilities both as team lead and developer are not sacrificed.

Quality and CMM Coordinator

- Ensured that all CMM efforts were properly observed and followed across

the teams.

- Encouraged the teams to raise problems where they have concerns and

facilitated discussions on how to improve or resolve them.

- Tracked the metrics of the whole project and organized Root Cause

Analysis meetings in order to gather possible resolutions and best

practices. Made sure that there is continuous improvement in her team.

Project : United Health Group - HIPAA Compliance

Project Duration: June 2002 - Dec. 2003

Project & Role Description

United Health Group (UHG) is one of the leading healthcare providers in the

Mid-Atlantic region. In order to conform with the Health Insurance

Portability and Accountability Act passed by the US Congress on 1996, which

covers all healthcare providers, UHG came up with HIPAA Compliance Program.

Accenture is tasked to provide assistance to Functional/Detailed Design,

Application Development/Testing, Product Installation in compliance with

the HIPAA act.

CCA and BX Team Lead

- Led a team with five members for a year. Supervised the day to day

operations of the team and made sure that work was carefully and equally

distributed among team members. Made sure that everyone was given a

chance to do the various tasks available. Ensured that the team's tasks

were completed on schedule, within budget and met or exceeded the

client's expectations.

- Participated in the technical specifications handover, conducted code

reviews, unit test reviews and string test reviews of the modules

assigned to her team. All review pointsheets were documented and

explained to the member in order to prevent the review point from

occurring again.

- Enhanced the coding checklist so that members have a guideline of the

common errors to look out for while coding.

- Made sure that issues or problems encountered in her team were raised

and resolved in a timely manner.

- Prepared work plans for the members of the team so that budget and time

spent can be monitored closely.

- Documented and reported the team's daily accomplishments to the manager

and also to the onshore team.

- Provided constructive criticisms and prepared performance feedbacks of

team members. Discussed the evaluation with the individual to improve

further on in the project duration.

Test Team Member

- Conducted unit and string tests to ensure that different modules

integrate properly with each other to meet performance goals. Involved in

the connectivity test execution and output file validation.

- Investigated and fixed issues found by the US testing team.

Project : FS-SEPG CMM Journey (Accenture Internal)

Project Duration: March 2002 - June 2002

Project & Role Description

The Software Engineering Process Group (SEPG) was developed by the

Financial Services (FS) operating group to assess the processes of the

various FS projects, and at the same time provide a strategic method to

achieve CMM level 5. CMM is a framework which describes key elements of an

effective software process. The project is composed of 3 teams, namely,

Process, Assessment and Infrastructure.

The Infrastructure team was involved in the development of the databases

that will aid the entire SEPG team in their mundane tasks.

- Developed technical designs of the databases that will be used by the

FS-SEPG team and other FS projects.

- Built different databases such as, Quality Management Systems Database,

Manila Process Database, Feedback Database and QM Data and Reports

Database, to name a few. Mainly used Lotus Notes Domino Designer,

LotusScript and Formula Language for the development of the databases.

Microsoft Photo Editor, Microsoft Visio and Flash were also used for

minor tasks.

- Developed reusable codes and functions that were important and were

used by the rest of the Infrastructure team minimizing the coding time

spent by the rest of the team.

- Conducted unit tests and product tests to ensure that the databases

were bug-free and user-friendly before rolling the databases out to the

various FS projects.

- Created Operations Manuals for the various databases to serve as

reference materials for those who will use the databases in the future.

Project : F&S Inventory System (Accenture Internal)

Project Duration: Oct. 2001 - Feb. 2002

Project & Role Description

The Facilities and Services Inventory System (FIS) is an online system that

enables the Facilities and Services (F&S) Unit to monitor the inventory

level of Accenture Manila Office's supplies. The back-end application will

serve as a supplies inventory strictly for F&S access. This application

includes personnel accountability and office supplies inventory. It

replaced the old manual, paper-based inventory system of the unit. FIS was

rolled out to the F&S Unit in February 2002. It was developed using Visual

J++, Microsoft Access and Crystal Reports.

FIS process analyst

- Led process and metrics initiatives and attended Client Quality

Management Assessment sessions. Coordinated with external groups for the

project's participation in office-wide software process improvement

initiatives.

- Coordinated with the Project Lead in directing the process improvements

for the project.

- Coordinated the project team's orientation and training which covers

the methodology, functional/technical aspects, coding procedures and

standards, and project deliverables.

- Aassisted newer members of the team in the technical and functional

aspects of the project whenever necessary.

Developer

- Prepared and reviewed the Requirements Specifications, Product Test

Models, Application Structure, Program Definition documents, Database

Design, Operations Manuals.

- Built and developed the application using component/object tools,

techniques, patterns and frameworks. Mainly used Visual J++ for the main

application and Crystal Reports for the report generation. Conducted unit

tests and component tests to ensure that application components interact

with other release components to meet performance goals and executing

product test.

- Created an Operations Manual as reference material for the end users.

Education

University/Col Degree Year

lege

University of BS Business Administration 4/2001

the

Philippines/Coll

ege of Business

Administration

Referees

Referees are available on request.

Training/Continuing Education

Course Company/Vendor Date Taken

Project Communications Accenture May 2009

Management (PMBOK Guide

- Third Edition-aligned):

Project Communications

Management Simulation

Project Human Resource Accenture April 2009

Management (PMBOK Guide

- Third Edition-aligned):

Elements of Project Human

Resource Management

Project Human Resource Accenture January

Management (PMBOK Guide 2009

- Third Edition-aligned):

Implementing Project Human

Resource Management

Project Risk Management Accenture July 2008

(PMBOK Guide

- Third Edition-aligned):

Analyzing Project Risk

Project Risk Management Accenture July 2008

(PMBOK Guide

- Third Edition-aligned):

Planning and Identifying

Project Risk

Project Communications Accenture June 2008

Management (PMBOK Guide

- Third Edition-aligned):

Communications Planning

and Information Distribution

Project Time Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Elements of Project Time

Management

Project Cost Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Budgeting and Controlling

Costs

Project Cost Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Estimating Activity Costs

Project Cost Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Project Scheduling

Project Scope Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Controlling Project Scope

Project Scope Management Accenture June 2008

(PMBOK Guide

- Third Edition-aligned):

Planning Project Scope

Project Integration Accenture May 2008

Management (PMBOK Guide

- Third Edition-aligned):

Project Integration:

Executing and Completing a

Project

Project Integration Accenture May 2008

Management (PMBOK Guide

- Third Edition-aligned):

Project Integration:

Initiating a Project and

Preparing the Project Plan

Project Management Accenture May 2008

Essentials (PMBOK Guide

- Third Edition-aligned):

Introduction to Project

Process Groups and Initiating

a Project

Project Management Accenture May 2008

Essentials (PMBOK Guide

- Third Edition-aligned):

Project Lifecycles and

Stakeholders

Project Management Accenture May 2008

Essentials (PMBOK Guide

- Third Edition-aligned): An

Introduction to Project

Management

Introduction to Systems Accenture July 2001

Building

Netcentric Developers Accenture July 2001

COBOL Mainframe Programming Accenture July 2001

Accenture Development Accenture August 200

University 1

English Course Accenture September

2001

Java Developers Accenture September

2001

English Communications Accenture January 20

02

Lotus Notes Domino Designer Accenture March 2002

Peer Review Accenture December 2

003

Software Configuration Accenture December 2

Management 003

Peer Review Course Primary Edge December 2

003

Software Configuration Primary Edge December 2

Management 003

Team Development Workshop Accenture January 20

04

Metrics Training Overview Primary Edge March 2004

Delivery Centre Methods Primary Edge March 2004

Continuous Improvement Primary Edge May 2004

Effective Business Writing Guthrie Jensen May 2004

CMM Overview course Primary Edge May 2004

Test Process Fundamentals Accenture June 2004

SQA Training Primary Edge June 2004

Defect Prevention Course Primary Edge July 2004

Guide to Executive Manners Primary Edge July 2004

Presentation Dynamics Primary Edge September

2004

Coaching in the Workplace Primary Edge November 2

004

Cross-Cultural Communicaton Primary Edge January 20

05

Achieving Meeting Results Primary Edge January 20

05

MLA-V Cross-Cultural Accenture February 2

Communication for TL/STL 005

ATS Technical Architecture Accenture March 2005

Design School

ATS Project Management Primary Edge March 2006

School

Skills

Skill Proficiency

English Advanced

Microsoft-Office-Excel Advanced

CMM (Capability Maturity Model) Proficient

COBOL Proficient

Functional Test Planning-Preparation-Execution Proficient

IBM-DB2 Proficient

IBM-z/OS Proficient

JCL Proficient

Mandarin Proficient

Microsoft-Office Advanced

Microsoft-Office-Project Advanced

Clarity Proficient

Microsoft-Windows-Legacy Proficient

Product Testing Proficient

Project Management Advanced

Quality Management Advanced

Risk Management Advanced

IBM-IMS/DB Novice

Lotus Notes Novice

Microsoft-Office-Visio Proficient

Process Modeling-Process Design Advanced

Requirements Development Novice

Visual J++ Novice

HTML (Hypertext Markup Language) Trained

IBM-CICS Trained

JAVA Trained

Microsoft-Office-Access Trained

Microsoft-Visual Basic Trained

SAP-Business Objects-Crystal Reports 2008 Trained

Clarity Advanced

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