Project Manager

Robert N. ("Bob") Oganovic

**** ***** ******, ***** ? Minneapolis, MN 55410-1749 ? 612-***-****

? abk91m@r.postjobfree.com

Bob Oganovic draws upon 28 years of business analyst (BA), consulting and

other systems-related experience. As a BA and manager/mentor of BAs he has

developed the business case for IT initiatives, steered groups through

software package selection, defined and documented user and process change

requirements, performed fit/gap analysis, conducted data mapping and

cleansing activities, configured new systems, scripted and conducted

testing (system, parallel, volume), written and delivered end user

training, developed post-production support processes, and worked on

patches and upgrades. He has implemented the Oracle, PeopleSoft and Lawson

ERP packages for projects in the U.S., Canada, Asia-Pacific and Europe. He

regularly uses Microsoft applications (Office Suite, Access, Project, and

Visio), SQL, Crystal, Cisco Webex, Oracle tools (Tutor, UPK, PS/Query),

DataLoad and HTML/CSS.

Experience

2007-Present Oracle Corporation ~ Senior Principal Instructor Bloomington,

Teach classes related to human resources, projects, and MN

implementation in Oracle classroom and onsite at customer

facilities

Create customized lessons for specific customers and

special sales events.

Test software and lesson materials for new course

offerings.

Deliver distance learning (web-based) training to people in

various cities.

2005 -2007 Carlson Companies ~ Manager, Human Resource Information Plymouth, MN

Systems

Managed & mentored 20 business analysts supporting

PeopleSoft & other applications.

Managed project to transition all HR IT development work

from on-site Carlson developers to IBM staff in India and

Canada.

Upgraded from PeopleSoft version 8.3 to 8.9 during 6-month

window.

Converted 4,000+ employees from ADP to PeopleSoft as part

of an acquisition.

Built network of "power users" within the Carlson operating

groups.

Replaced contractors with staff saving $450K from $6+M

budget.

1998-2005 IBM ~ Senior Consultant Plymouth, MN

Implemented Oracle eBusiness Suite HRMS and PeopleSoft HRMS

applications for a variety of customers in the U.S. and Billerica,

Canada. MA

Managed and performed implementation activities for Montvale, NJ

customers in retail (grocery), government, airlines, higher

education, and manufacturing. Chicago, IL

Directed customers through all or portions of the Baltimore,

implementation cycle beginning with package selection and MD Appleton

ending with cutover to production. WI Toronto,

Created and maintained project plans. Communicated project Canada

status to various players. Regina,

Wrote specs for data conversion, customizations, Canada

enhancements and bolt-ons.

Engaged in post-implementation support/help activities.

Served on special project teams addressing specific

customer requirements (for example, outsourcing HR, IT and

Finance functions).

1984-1998 Honeywell Minneapolis,

Manager, Employee Information Center (1991-1998) MN

Managed long-term project converting 55,000 employees onto

PeopleSoft HR, Payroll and Benefits Administration in the

U.S., Canada and other countries.

Organized & conducted sessions for requirements definition,

fit/gap, and data mapping.

Consolidated multiple interfaces and established

post-production help desk.

Created a 12-desk training environment, and constructed and

delivered end-user training that reached 250+ people.

Developed solutions specific to the global environment

related to language translation, employee information

privacy, currency conversion, and data definitions.

Employee Information Specialist/Business Analyst

(1984-1991)

Supported legacy systems. Wrote and generated cyclical and

ad hoc reports. Organized and conducted training classes.

Consolidated groups onto single payroll platform.

Education

1979-1983 University of Minnesota Minneapolis,

MA Human Resources - Thesis: Quantitative Analysis of MN

Collective Bargaining Outcomes

1971-1975 St. Cloud State University St. Cloud,

BA Mass Communications and BS Education MN

Appendix - Examples of Projects

Bob Oganovic

Provincial Government of Saskatchewan

Served as consultant for an Oracle HRMS implementation (version 11i) for

the provi ncial government. The scope of this project involved deploying

the core HR, Benefits, Payroll, Time & Labor and Learning Management

modules. The implementation encompassed 14,000 employees across numerous

agencies of government. Responsibilities included performing and/or

directing customer staff members with regard to:

. Defining requirements definition

. Conducting fit/gap analysis

. Presenting a series of in-depth conference room pilot (CRP) sessions

. Configuring the system both for HR and other modules

. Writing and executing scripts for CRP and testing

. Selecting from among query and reporting tools in line with needs for

particular kinds of outputs

. Writing specifications for customizations/enhancements and conducting

link testing on these changes

. Managing tasks to the project plan

. Determining the best way to Integrate the new Oracle modules into the in-

production Financials modules

Accomplishments

The project was completed on-time and within budget in spite of the such

complicating factors as:

. Idiosyncratic business practices driven by union contracts and civil

service rules.

. Acute concerns with regard to employee data privacy.

. The Financials modules already having gone-live based on certain flawed

assumptions.

. Inability to recruit knowledgeable staff and consultant talent to work in

a relatively remote locale.

A&P Grocery Stores - Part 1

Conducted 30+ HR, payroll and benefits functional users through a package

selection project. The goal was to replace separate legacy systems

(Integral for Personnel/Payroll/ Benefits and Computer Associates for

Financials) with a single integrated product.

. Conducted interviews with users throughout the U.S. and Canada in order

to identify requirements critical in the new system.

. Suggested techniques for users to apply in differentiating and evaluating

the various software products. Created common scripts for

representatives of the 3 vendors being evaluated (Lawson, Oracle, and

PeopleSoft) to follow in order to demonstrate to users the functionality

of their respective products.

. Evaluated all areas of human resource functionality and developed scoring

criteria and score sheets by which users could evaluate the 3 products on

a comparative basis.

. Identified risk factors associated with the products under consideration.

Accomplishments

Developed presentations for senior management describing the

recommendations, rationale, and optimal go-forward strategy.

A&P Grocery Stores - Part 2

Served initially as the US - and later the Canadian -- consultant for an

Oracle HRMS implementation (version 11i). During the four phases of the

project [stretching over 30 months] he performed the following:

Preliminary requirements assessment phase

. Facilitated "as-is" and "to-be" sessions designed to identify necessary

business process changes. Documented findings and conclusions in both

narratives and flowcharts.

. Conducted "proof-of concept" and "conference room pilot" sessions

involving 30 users. Guided them in creating and loading sample data that

was representative of the total population.

. Documented the high-level requirements with respect to data conversion,

reports, interfaces, customizations and modifications, and organizational

change.

Detailed design and configuration phase

. Directed users through the process of detailed requirements definition.

Developed a questionnaire for gathering reporting requirements. Assured

that country-specific needs were adequately addressed.

. Improved data mapping activities by adding more structure to the

activity, strengthening the role of the functional users, and insuring

better documentation.

. Helped users with "scrubbing" legacy system data so as to make it more

"Oracle-ready". Steered client staff through a major consolidation and

revamping of their job code structure.

. Created project phasing alternatives, moving from a "big bang" to a lower-

risk incremental rollout.

. Wrote and adapted scripts for unit testing.

Testing phase

. Wrote detailed transaction processing scripts designed to test both as-

delivered functionality and package extensions. Trained users in system

navigation and operation so as to make them self-sufficient in executing

the scripts.

. Documented findings and resolved problems coming out of the testing

effort. Used various query and reporting tools to validate findings.

. As part of data conversion assisted users in adjusting configuration and

cleaning up legacy system data that suffered from years of neglect.

Deployment phase

. Assisted U.S. and Canadian organizations during period leading up to and

immediately after the "go-live" date.

. Developed and adapted end user training materials and conducted training.

. Worked on-site at field offices during production cutover cycles in order

assure staff members were comfortable with both the software and the

accompanying new processes.

. Logged and worked various issues. Conducted "lessons learned" debriefing

sessions. Suggested work-arounds as needed.

Accomplishments

Project completed successfully in spite of numerous organizational

complexities:

. Geographical dispersion of the employee population

. High percentage of unionized workers

. Fragmented and antiquated legacy systems

. Complex mix of employer-and employee-paid benefits

. Extremely high turnover in the employee population (100+ percent

annually).

Oracle University

Developed a new Year-End Payroll (YEP) class using R12 Oracle HRMS for use

by Oracle University (OU), the training delivery organization within

Oracle, Inc. The old curriculum and training database environment

desperately needed a makeover owing to the fact that the earlier version of

the courseware:

. Was built around older (release 11i) functionality.

. Had not been updated for several years - as such certain lessons had

ceased to work properly owing to subsequent patches and dot-level

upgrades.

. Was constructed for purposes of a 2-day instructor-led "stand and

deliver" class whereas OU now wanted to package the material as a 1-day

"Live Virtual Class" (LVC - the material is delivered online by an

instructor using Cisco Webex).

This effort entailed:

. Configuring work structures necessary to demonstrate YEP functionality

and the accompanying end-user processes.

. Creating sample employee records for use by the trainees. The bulk

loading of these records was handled by the DataLoad software.

. Writing and running test scripts to determine that online entry and batch

jobs were performing as expected.

. Adapting these test scripts into new lessons designed to make better use

of online learning features and compress material from two days to one.

. Documenting steps for use in the future as other classes are converted

from instructor-led to LVC.

Accomplishments

LVC class was delivered successfully 5 times to approximately 40 trainees.

McDonald's

Served on a cross-functional team conducting a business transformation

outsourcing [BTO] study of administrative operations in the U.S. and

Canada.

. Conducted structured interviews with functional and IT staff members in

order to determine the current state of the Human Resources IT

application portfolio.

. Compared the customer's "as-is" state of affairs to best practices and

benchmark data.

. Identified opportunities for processing improvements across the two

countries.

. Constructed and presented alternative BTO scenarios reflecting

differences with respect to such factors as overall cost, speed of

implementation, degree of organizational change, and use of current

software assets [vs. replacement of same].

. Identified and quantified business benefits for proposed scenarios.

Developed pricing alternatives.

Accomplishments

Collaborated in producing final report to management that became the basis

for decision-making.

Carlson Companies

Old world. Prior to 2005 the business analyst and IT support work related

to PeopleSoft (and, for that matter, most other applications at Carlson)

was divvied up and performed on a relatively informal manner. Priority-

setting was loose and constantly shifting, budgets were not of the greatest

concern, user requirements were worked out via face-to-face conversations

between the BAs and the developers, deadlines were relatively elastic, and

both contract and staff personnel (functional and technical) were used more-

or-less interchangeably. Project planning skills and efforts were spotty,

especially on the functional side.

New world. In early Q2 2005 this all changed radically owing to a number

of top-down decisions:

1. IT development will be outsourced to IBM and now performed in Canada

and India.

2. PeopleSoft will be upgraded to version 8.9.

3. Oracle Financials will be implemented across all the businesses.

4. Interfaces between #3 and #4 will be (re)written so as to create a

tighter and more streamlined coupling between PeopleSoft and the legacy

financials applications.

4. Budgets for contractors will be cut.

5. As part of #1 the overall IT spend will decline over a 3-5 year period,

...

6. ... Requirements definition will be done in a consistent format, ...

7. ... The BA skill set will be upgraded to CMMI standards, ...

8. ... Priorities will be rigorously reviewed and approved via signoff

from senior management, and ...

9. ... Project status will be monitored and reported in a frequent and

consistent manner.

Accomplishments

Through my efforts and those of others this new approach was more-or-less

in place by Q4 of 2005. However, as a manager and project manager I was

hampered by a lack of integrated budgeting and project planning/tracking

tools and reports. Therefore I worked with an IBM counterpart to come up

with a series of spreadsheets in order to track progress and identify

bottlenecks. The layout and content of this document morphed over time,

but some of the metrics and attributes we now were able to scrutinize

included:

- Project Name, Description

- Status

- Priority

- Phase

- Release Date- Status History/Comments

- Analyst Assigned (staff and/or contractor)

- Developer Assigned (Canada, India or elsewhere)

- Feasibility Approval Date

- Budget Estimate Date

- Budget Estimate Approval Date

- Planned Test Start Date

- Planned UAT Start Date

- Budget Estimate (hours)

- Feasibility Estimate

Wisconsin Technical Colleges

Served as a HR consultant for the implementation of a PeopleSoft Education

and Government project. The engagement was part of a "rapid"

implementation of three PeopleSoft modules - Human

Resources/Payroll/Benefits, Student Administration, and Financials. The

human resource management system users supported a faculty and staff

population of nearly 3,000 full- and part-time employees spread across

multiple campuses.

. Assisted users in setting up control tables.

. Evaluated the quality of the legacy data and made a "best fit" in line

with both HR needs as well as requirements of the other two modules.

. Delivered fit/gap solutions within the as-delivered product.

. Conducted data mapping sessions for technical staff.

Accomplishments

. Overcame issues of complexity resulting from the presence of 4 separate

legacy systems.

. Pushed end users in testing and knowledge transfer sessions to assure

their self-sufficiency.

. Insured that business processes were being adequately satisfied within

the short project timeline.

. Trained users in areas where basic PC skill sets needed strengthening.

Various smaller projects

Company Role/Application

Welch's Oracle 11i ERP Suite Implementation Pre-Sales

Atlantic Coast Airlines Business Analyst, Lawson HRMS

(defunct)

State of Michigan

Cabot Corporation HR Lead, PeopleSoft HRMS

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