Project Customer Service

Georgia Flamm 314-***-**** or *******@***.***

http://www.linkedin.com/in/georgiaflamm

Qualification Summary

Experienced in software development, application, web-based or

infrastructure management of Programs or Projects utilizing technology for

the telecommunication, financial/brokerage or manufacturing/ERP industries

as well as experienced in Merger and Acquisitions; the Integration of

Technology over Networks; Process Improvement; Technology Planning, Vendor

Management, and Off-shore.

Information Technology Professional with over 19 years of progressive

experience in various functions of computing. High-energy individual with

a take charge attitude and proven ability to multitask, work with multiple

individuals, and set priorities in a dynamic fast paced environment.

Suggested ways to incorporate forward thinking into enterprise projects.

Responsible for initiating strategic planning and analysis, creating

detailed procedures for software development life cycle (SDLC) milestones

and deliverables using best practices from various SDLC and Project

Management methodologies such CMM, RUP, SQA and PMP. Provided a thorough

understanding to improve quality, efficiency, and management of high

complexity integration with the ability to withstand external pressure from

those who would risk compromising quality. Ability to keep the "big

picture" (Firm, Division, Department objectives) in mind and translate into

plans. Worked in a dynamic environment without constant supervision and

minimal assistance. Created a Quality Assurance Team with eventual CMM

level 2-3 evaluations due to standardized repeatable and documented

processes reducing support costs for Help Desk and Support teams.

Self Employed (Present)

Real Estate Development and Sales

. Pursued potential real estate properties for quick development and/or

resale

Short-term web site projects:

. Creation of websites for small entrepreneurs

Small Contracts

Technologies: Auto-CAD; Visio; MS FrontPage 2000, Macromedia Dreamweaver

4.0, HTML 4.0; Adobe PhotoShop v 4.0-6.0; CGI Script; Java Scripting;

AT&T / SBC Fujitsu Consulting www.fujitsu.com/global

(2/14/06-10/26/08)

1010 Pine; St. Louis, MO 63101

Program/Project Manager - Project Management Office - Network Software

Solutions (PMO-NSS)

Assigned to the IT Program Management Office to manage high profile and

complex projects/programs utilizing cross functional teams and vendors,

both on and off shore, for the delivery of SW applications, Web-based or

Infrastructure solutions for new technologies or enterprise enhancements,

mergers and acquisitions.

Integration of new technology for Broadband/U-Verse infrastructure

including VoIP, HDTV, FTTx; Merger of SBC and ATT; Merger of ATT and

BellSouth

Summary of IT Programs or Projects Managed listed latest to oldest and

described in detail below:

. AT&T and BellSouth Merger of BellSouth Service & Repair Call Center

Portfolio $2.5M

Series of projects merging and integrating BellSouth technology with

existing AT&T NCSC technology (a multi million dollar merger portfolio).

Many of the projects in this program included the same activities,

resources and definition of work as the Optimization of NCSC portfolio,

except to focus on the BellSouth Call Centers. All Projects were

reviewed, re-prioritized, and eventually integrated into one

Portfolio/Program.

. Network Operations Planning - 3-Year Plan (Portfolio with an anticipated

$1billion cost saving effort)

o Optimization of NCSC repairs Program - Optimization of NCSC repair

call centers Program - Series of Projects satisfying the corporate

objective to standardize call centers amongst all regions (W, SE, E,

S), except BellSouth, and then migrate all NCSC repair call centers

onto the VoIP IVR/CTI based call routing infrastructure currently

being used by the Customer Care & Billing call centers. Many of the

projects were in the Design and/or Requirements phase as a follow-up

to an earlier AT&T/SBC consolidation. Due to the announcement of the

BellSouth acquisition, projects were reviewed and reprioritized to

allow for some of the BellSouth projects to proceed first.

o SBC and AT&T Merger - Due to the merger of SBC and AT&T, this Program

would convert nine Customer Service Bureaus (CSB's) call centers into

Network Customer Service Centers (NCSC) across the SBC 12 State

Territory with similar systems, processes and procedures.

. EMC/Smarts InCharge - Project within the U-Verse Broadband/IP portfolio

to provide a new Network Surveillance application to include supporting

hardware, for the new FTTx technology (Broadband, wireless and HDTV)

promised to WallStreet by 10/06. Monitors and receives defaults based on

capacity cable breaks

. Worked with Program Resource Owner, Client Program Management Office

(CPMOs), and System Architects to reprioritize projects with similar

requirements as well as ensure resources align with AT&T priorities.

Program/Projects managed included the following High Risk characteristics:

. Extensive infrastructure and integration activities with many IT

interfaces

. Mergers with newly acquired divisions with incompatible

infrastructures

. Multi-regional deployments

. Large Capital investments; Large number of project activity hours;

Robust testing required; Extensive training required

. New Product Launch

. Multi-year (lifecycle more than 12 months)

. Large-scale projects with project teams, both on and off-shore

. Cross department or line of business sponsorship

Detailed Description of Roles or Responsibilities per Program/Project

Assigned:

Merger of AT&T's Network Customer Service Centers (NCSC) and Call Center

Technology Platform (CCTP) with BellSouth's Repair Call Centers

(Program Mgmt - PMO NSS)

. Assigned to a Program within a Portfolio focusing on the integration

of BellSouth technology with existing AT&T Network Repair Call Center

Technology. Included in this Program were ~15 related complex projects

estimated at $2.5M targeting the Southeast Residential and Small

Business trouble & repair call centers integrating the SE Narrowband &

Plain Old Telephone Service systems with AT&T.

. Current AT&T call centers operated under a model supporting three

channels for their customers experiencing problems with service ... An

online web-based service portal (e-Repair), the NCSC touch-tone IVR

routing system utilizing a phone and routing customers to speak with

an agent to report trouble thereby utilizing a 3rd channel, the

Ntelagent desktop application and interface to backend support

systems. Each project within this program will support increased

efforts to provide troubleshooting in each channel, and if needed,

provide a more robust IVR system and/or website for requesting service

with or without the aid of an agent. Once completed, all repair call

centers will be converted to the CCTP VoIP platform to include Voice

Recognition for the IVR/CTI based routing to call center agents.

Personal Responsibilities of Program Management:

. Attended and/or hosted Program meetings with Program/Portfolio

sponsors and Client PMO to review issues, assist in highlighting

various options or negotiations for resolution

. Attended Program status meetings to review status of individual

projects and provide feedback regarding issues or concerns

. Liaison between Program/Portfolio sponsors, Client PMO, Application

PMO and Interfacing Project Managers to ensure effective definition of

individual projects and delivery of business solutions in a timely

manner.

. Presented high-level timeline and budget status to Program Steering

Council, a group of Business and IT Senior Managers with overall

decision-making authority for the Program based upon the business

environment. Included were cost/benefits (what is known at that point

in time), resource availability, risk assessments, readiness of the

program/compliance and other relevant factors to provide IT strategic

view and knowledge to make the decision to proceed to the next phase

of the lifecycle.

. Provided IT Release Governance with expected reporting

. Developed Program schedule reflecting individual Project SDLC

timelines, generating commitment and monitoring progress

o Monitored 15 Projects in various phases of SDLC for progression

throughout the SDLC milestones to assure deliverables were met per

individual project schedules and remained within budget

o Updated corporate Project tools to reflect budgets and timeline

milestone completion of individual projects

o Communicated issues arising from individual Project team activities

with internal or external teams.

. Attended individual Project Team meetings throughout the SDLC phases

to review, assist and facilitate definition of work, requirements,

project information, issues, complexity, advocating suggestions when

needed to ensure development remained in scope for function and budget

to meet corporate and client expectations.

o Provided approval for each project's SDLC milestone deliverable, or

provided feedback, for documents or consensus for project's

progression through various phases as needed for the Express One

SDLC as needed.

o Documents included were the Project Development Plan, Solution

Approach, Business Requirements, Technical Requirements, Software

Subcontract Management, Issues and Risk Management, Supplier

Software Development Plan, Supplier Management Plan (SMP), System &

Feature Design, various test plans and strategies, etc

. Attended individual Project status meetings gathering significant

information to be reported to Program Steering Committee, Portfolio

management, Client PMO and leadership

. Assisted Project managers in authoring Change Requests to allow for

various changes in scope, budget or timeline.

o Attended Change Control Board meetings to assist in negotiations

requesting changes in Project's definition

o If increases in budget were needed, assisted in negations for

additional funding and inclusion of work

o Reported status of Change Requests to Project Managers

Projects Included within this Program:

Integrated Release 2 (targeting August 2007)

Provided pre-merger updates needed to BellSouth and AT&T trouble &

repair systems prior to consolidation:

Desktop application - Ntelagent by CyberObject (Agent's NTEL Desktop

GUI Interface supported by IBM Vendor)

Provided additional functionality for the current AT&T call center

agent desktop application (Ntelagent) to report trouble tickets.

Beneficial SE processes would be captured and integrated with AT&T

systems

Web and Application based project - eRepair (Internet) Web Services

(http://repair.att.com/)

Identify and Route Internet customers (eRepair) to SE call centers

based on Telephone Number lookup.

Integrated Release 3 (targeting February 2008)

Network Infrastructure and Applications - Single Rules Engine

Architecture Project

Establish a Single Rules Engine to serve all inbound NCSC trouble

reporting traffic regardless of channel being used by customer.

With the deployment of IR3, the SRE will process all web requests

or inbound calls whether using AT&T's Internet channel (eRepair),

the NCSC Repair IVR Phone Application CRIVR (IR4) or the agent's

desktop GUI (Ntelagent). The single rules architecture will be

established in preparation for a later release to merge systems and

records, instead of the current, separately maintained, systems.

Network Infrastructure and Applications - IVR and CCTP (Phone

Interface) Project

The current touch-tone IVR application will eventually be replaced

by the CRIVR (IR4) project and will provide enhanced functionality

for the customer to troubleshoot their issues via a phone and the

IVR and CCTP Voice Recognition technology.

Desktop application - Ntelagent by CyberObject (Agent's NTEL Desktop

GUI Interface supported by IBM Vendor)

Project will establish a standard agent desktop tool across the

AT&T 22-state Narrowband Repair Centers. BellSouth currently uses a

TAFI desktop GUI interface for their receipt function with LMOS for

the screening function. AT&T NCSC currently uses the Ntelagent

(NTEL) GUI with WFA and is able to receipt and screen across

regions. This project implements NTEL in the SE repair centers by

integrating the NTEL GUI on 605 workstations with interfaces to SE

specific BSS/OSS systems. The added functionality will: 1)

Eliminate any handoffs between the two (2) center types; 2) align

with the AT&T (NCSC) repair center model; 3) prepare the centers

for consolidation.

Application and Database project - Query, Verify and Fix Service

Repair Tickets

Backend DB servers in SE will be updated.

Web and Application based project - eRepair (Internet) Web Services

(http://repair.att.com/)

Provide customers the opportunity to use the Internet to

troubleshoot or report issues with their service using new online

functionality to 'Create a New Trouble Ticket' thereby requesting

the service of repair teams as needed.

Integrated Release 4 (targeting March 2008)

Network Infrastructure and Applications - Single Rules Engine

Architecture Project

Activate Single Rules Engine Architecture for SE Region. Replace

the Southeast IVR with CRIVR. Ensure SRE can accommodate Southeast

Ntelagent users and corresponding functions.

Network Infrastructure and Applications - Interactive Voice Response

Unit (Phone Interface) Project

Migrate Voice Messaging to the NCSC environment. Calls to Voice

Messaging Centers will be routed to the NCSC with similar or

improved self-service functionality and discrete call-handling

capability. Service calls requiring live agent handling will

receive AT&T's current standard identification and treatment

Desktop application - Ntelagent by CyberObject (Agent's NTEL Desktop

GUI Interface supported by IBM Vendor)

Replace BellSouth's current desktop GUI (TAFI), used by call center

agents in the Narrowband repair centers, with AT&T's application.

Network Infrastructure and Applications - Call Center Technology

Platform (Phone Interface) Project

Expand the Call Center Technology Platform (CCTP) with Voice

Recognition to serve the Southeast Repair Call Centers, replacing

Touch Tone, thereby moving all NCSC Centers to a common IVR/CTI-

based call routing as achieved by Customer Care & Billing Call

Centers

All functions performed by the production CCTP will be extended to

serve all NCSC Repair Call Centers (CRIVR) thereby achieving a

standardized and common architecture/platforms, tools, and

technology to support the customer anywhere in the 22-State

enterprise system

Web and Application based project - eRepair (Internet) Web Services

(http://repair.att.com/)

Provide customers requesting repair service a new opportunity to

use the Internet and 'Check Ticket Status'.

Integrated Release 5 (targeting June 2008)

Web and Application based project - eRepair (Internet) Web Services

(http://repair.att.com/)

. Integrate/configure to Single Rules Engine (SRE)

. Provide customers requesting repair service the new opportunity to

use the Internet and 'Update Pending Ticket'

. Provide customers requesting repair service the new opportunity to

use the Internet and ''Cancel Pending Ticket'

. Calling Features support (verify feature on bill & negotiating the

switch when needed)

. Create or enhance 'self-help' features

. Free temporary Call Forwarding (in an outage situation)

Technologies: Express One SDLC; Panagon, Primavera P6; CyberObject's

Ntelagent (NTEL Agent's Desktop GUI Interface supported by IBM Vendor),

Nortel MPS 1000 clusters; MPLS (L2 & L3 VPN); Layer 2 protocols (Frame

Relay, ATM, PPP, HDLC, ISDN, PRI); Voice infrastructure (wiring, cabling,

add, move, change configurations, T1 / T3, local access, etc); IP

Telephony, Unified Messaging and Contact Center deployments; Dynamic

VoiceXML (vXML) with Java on Websphere Voice Response for AIX using Genesys

for CTI drivers (Computer Telephony), Unix/AIX, Java, ASP, PeriPhonics

(Touch Tone), Interactive Voice Response (IVR) & Voice Recognition, Avaya

Switches, Oscar Servers, Express SDLC, Serena RTM; Visio Professional v 5.0-

2002; Microsoft Office v 97-2002; Microsoft Project 97-2002; Cisco's WAAS

(Wide Area Application Services) IP networking hardware and software

capturing video, voice and data and delivering it through the same virtual

pipe to three kinds of screens: televisions, PCs and smart phones using

fiber-optic cable.

Optimization of Network Customer Service Centers

(Project Mgmt - PMO NSS)

. Program to align all repair call centers with the strategy and corporate

objective to provide standardization amongst all call centers nation-wide

instead of current regional differences. By aligning call centers into

one model, this program of projects should satisfy the goals of reducing

FTE (Full Time Employees) and provide standardization of processes,

tools, interactions, and practices thereby reducing expenses and

improving customer experience.

. Program will also provide additional functionality for customers to

troubleshoot and request repair services instead of routing calls to

agent-assistance to drive self service levels from 13% to 40% in three

years, with a long term goal of 80% self service for all Narrowband and

DSL services.

. Due to merger of BellSouth, there was a need to review and reprioritize

projects under this and the BellSouth Program

The following individual projects would prepare the current AT&T NCSC call

centers (pre-BellSouth Merger) for optimization / consolidation:

Web and Application based projects - Increase Self Service by enhancing

online functionality for the eRepair Website

. Increase customer online self-service by 40% (EOY 2008)

. Enhance Web based self-service functions across Mass Market Products

and services to drive towards standardized self service channel.

. Narrowband eRepair enhancements (Web application)

. Launch DSL eRepair (Web application)

. Launch Voice Messaging eRepair (Web application)

. Provide incentives for customers to utilize self service IVR and/or

Internet to initiate request for repair service

Desktop application - Standardization of agent desktop tools / OSS /

applications for all Mass Market Products and services:

. Expand NTELAGENT application to accommodate LOC (Outside Carriers) in

NCSC Narrowband centers

. Expand NTELAGENT application to accommodate Voice Messaging in NCSC

Narrowband centers

Network Infrastructure and Applications - Migrate NCSC Call Centers to

the CCTP Voice Recognition (VoIP) platform currently in use by Customer

Care and Billing

. Migrate Narrowband Centers to Voice Recognition (VoIP) platform

. Migrate Broadband Centers to Voice Recognition (VoIP) platform

Network Infrastructure and Applications -

Deliver DSL Initiatives (VP Provisioning, LFO Integration and Bell South

DSL)

Network Infrastructure and Applications - Consolidate Narrowband and

Broadband (DSL) Call Centers into a single Mass Market Care Center of

Excellence to include Center Consolidation and Functional Realignment

Technologies: Express One SDLC; CyberObject's Ntelagent (NTEL Agent's

Desktop GUI Interface supported by IBM Vendor), Telcordia Work

Management; Vantive

Personal Responsibilities of Project Management:

. Managed the full project life cycle providing timely management to

include requirements gathering; creation of project plans and timeline

schedules; forecasting, obtaining and managing budgets and resources;

and facilitating project execution, deployment and closure.

. Demonstrated on-the-job experience delivering projects on time and

within budget, meeting the following characteristics: 50+ project team

members, a budget greater than $2.5 million with high visibility by

Senior Management and cross department/line of business sponsorship.

. Ensured all involved organizations are aligned and engaged early for

successful delivery

. Created Project Development Plans to include all aspects of project

schedule and high level timelines, requirements, risk assessments,

mitigation strategies and process mapping for the project or program

. Estimated and managed project financials within a +/- 50% variance for

the Initial Evaluation, Requirements and Funding Phases

. Estimated and managed project financials within a +/- 25% variance for

the Design, Development and Pre-Production Test Phases

. Managed project financials to a +/- 5% final variance for the

Installation and Production Readiness Phases

. Demonstrated ability to multitask across many projects at once.

. Excellent interpersonal skills, with the ability to clearly,

effectively, and persuasively communicate to levels of the

organization

. Ability to work collaboratively across different work groups and

organizations to drive both organizational and team performance

. Ability to foresee and rapidly respond to project schedule changes by

adjusting strategies and work plans, and realigning priorities

accordingly

. Ability to solve complex problems efficiently and effectively, relying

on experience, creativity and autonomy

. Ability to act with urgency, drive innovation and take educated risks

Technologies: Express One SDLC; ITUP training; PRISM; Panagon, Primavera

P6; CyberObject's Ntelagent (NTEL Agent's Desktop GUI Interface

supported by IBM Vendor), Vantive; Nortel MPS 1000 clusters; MPLS (L2

& L3 VPN); Layer 2 protocols (Frame Relay, ATM, PPP, HDLC, ISDN, PRI);

Voice infrastructure (wiring, cabling, add, move, change

configurations, T1 / T3, local access, etc); IP Telephony, Unified

Messaging and Contact Center deployments; Dynamic VoiceXML (vXML) with

Java on Websphere Voice Response for AIX using Genesys for CTI drivers

(Computer Telephony), Unix/AIX, Java, ASP, PeriPhonics (Touch Tone),

Interactive Voice Response (IVR) & Voice Recognition, Avaya Switches,

Oscar Servers, Express SDLC, Serena RTM; Visio Professional v 5.0-

2002; Microsoft Office v 97-2002; Microsoft Project 97-2002; Cisco's

WAAS (Wide Area Application Services) IP networking hardware and

software capturing video, voice and data and delivering it through the

same virtual pipe to three kinds of screens: televisions, PCs and

smart phones using fiber-optic cable.

Merger of SBC and AT&T - Convert Customer Service Bureaus (CSB's) onto

Network Customer Service Centers (NCSC) Technology

(Project Mgmt - PMO NSS)

Due to the merger of SBC and AT&T, this Program converts all call centers

into a virtual call center across 12 States. Prior to the deployment of

this portfolio, each repair call center performed day-to-day operations as

separate regional centers following different processes, utilizing

different technologies and lacking uniformity. As a result, the centers

were unable to share work and information across the enterprise prohibiting

achievement of operational savings and/or leveraging available nation-wide

agents, instead of regional agents, across time zone differences with the

ability to stagger peaks in volumes and variations in environmental

conditions. Through Program initiatives, the centers were transformed into

one virtual organization, creating a 'Single AT&T'.

As assigned through the NSS PMO, one Program would provide projects to

share customer reports across the 'single' enterprise by deploying the Work

Force Management and Quality Monitoring application tool providing a front

end GUI for repair center agents to mask the regional differences; deploy a

single IVR with CTI and skills based routing; and provide internet access

for customers to create and update repair reports.

Operations Migration to WFA (Project) - implement a suite of systems from

Telcordia for Service & Repair Management activities, eliminating the

Lucent Loop Maintenance Operation System (LMOS) in the SBC centers of

Texas, Missouri, California, Wisconsin, Ohio and Connecticut. All

Narrowband circuit provisioning and maintenance work requests would use

WFAC (Control), WFADI (Dispatch-IN), WFADO (Dispatch-OUT), NSDB (Network

and Services Database) and necessary interfaces.

o WFA/Control (WFAC) - work assignment and control administration

part of the WFA product line

o WFA/Dispatch In (WFADI) - Automates the work assignments of

technicians who work in the DOC/CO to install and maintain services

o WFA/Dispatch Out (WFADO) - Automates the work assignments of

technicians who work in the Field Operations to install and

maintain both designed and non-designed circuits

o Network and Services Database (NSDB) stores in-effect and pending

circuits. NSDB also maintains measurement data for installation and

maintenance

Incoming IVR calls from customers will be routed to NCSC agents with

service/repair issues. Once the service request ticket is entered into

the WAFA Workforce Administration application, a Service Repair (I&R)

person would be dispatched. Removal of LMOS with overall use of one

application (WFA), will simplify design, provide additional reliability

and lower the risk for future development, testing and deployments.

Deployment was completed to one AT&& region at a time.

Personal Project Management Responsibilities:

. Facilitated a closure activity under a program to merge SBC and AT&T

technology by providing definition, transfer of knowledge and training

to impacted business units testing against WAFA, the new enterprise-

wide application for POTS (Plain Old Telephone Service) circuit

provisioning, maintenance and repair requests with dynamic dispatching

to restore service.

. Facilitated and negotiated a need to centralize testing activities

within a new team in Operations instead of networking

. Eventually gained consensus, noting increased testing activities in

the near future and better leverage for a business unit outside of NSS

to fill the need.

Technologies: Express One SDLC; Primavera P6; CyberObject's Ntelagent

(NTEL Agent's Desktop GUI Interface supported by IBM), Telcordia Work

Management System; Vantive

EMC/SMARTS InCharge Network Application

(Project Mgmt - PMO NSS)

Assigned to a Project within the AT&T Broadband (U-Verse/LightSpeed)

Program integrating a new network surveillance application and supporting

hardware utilizing the new FTTx technology (Broadband, wireless and HDTV).

Project Description:

EMC/SMARTS InCharge is a Fault & Surveillance Management System that will

monitor the Passive Optical Network (PON) for situations or broken links

that could crash the network.

. InCharge from EMC/SMARTS is comprised of the InCharge application

running vendor customized adapters and domains against the PON network

and various interface applications such as Microsoft TV IPTV (HDTV)

Edition platform, Microsoft Operations Manager (MOM), Telcordia

Granite Inventory System, the Triple Play Solution from Alcatel & 2-

Wire. Network Elements supported from Alcatel's Element Management

Systems are 7330, 7340, 7342, 7450 and 7750.

Personal Project Management Responsibilities:

. Assigned to Project Manage the Development, Testing and Deployment

phases for the InCharge Fault & Surveillance Element Management System

with the U-Verse/ LightSpeed FTTx Network using Alcatel Element

Managers over a Passive Optical Network (PON), Microsoft MOM/IPTV,

Telcordia Granite and the Triple Play Solution from Alcatel & 2-Wire.

. Successfully managed various phases for Release 2.0, 2.1.5, 3.0, 4.0

and 5.0 of the new fiber FTTN/FTTP network solution with release 3.0

being offered to the public (10/2006).

. Point of contact and coordination from the Program Management Office

with the QA Lead regarding testing, defect management, test

environments and inherent release management

. Coordinated test environment analysis and design

. Coordinated milestones and testing schedules for both onshore & off-

shore teams of developers, testers and environment analysts to ensure

project success

. Communicated defects and issues in accordance with the project and

vendor's defect resolution process

. Coordinated with Program Manager any issues that could affect

schedule, budget or quality

. Coordination and communication of issues/risks amongst test team and

test environment teams

. Coordinate with appropriate stakeholders to resolve issues identified

during testing; validate product corrections / fixes

. Reported to QA Lead any change control activities to insure impacts to

testing were understood

. Provided project status to program manager

. Due to the need to simulate crashes, team needed to perform

'destructive' testing creating the need to break the network in order

to test an application savvy enough to find the breaks.

. Difficulties were also presented against a network environment this

large and new. Many Vendors were unable to provide completed products

using their own development and test environments prior to delivery

creating the need to interface during development. Negotiations were

needed to provide 'interface' testing with upstream/downstream

interfaces

. Successfully chaired daily meetings with Telcordia Granite Tier 1& 2

interface and vendor, as well as EMC Smarts InCharge team and vendor

to determine needs from all teams

Technologies: Express One SDLC, Panagon, Mercury Quality Center (Test

Director), Passive Optical Network (PON) FTTx; and the following

external vendor related applications Alcatel's EMS (Element Management

Systems) 7330, 7340, 7342, 7450 and 7750; 2-Wire's Triple Play; IBM

Netcool; EMC/SMARTS InCharge; Serena RTM; Telcordia's Granite

Inventory System; Microsoft's TV Internet Protocol Television (IPTV);

Cisco's WAAS (Wide Area Application Services) IP networking hardware

and software capturing video, voice and data and delivering it through

the same virtual pipe to three kinds of screens: televisions, PCs and

smart phones using transcontinental fiber-optic cable; Service Level

Agreement/Objectives (SLAs/SLOs).

Independent Consultant (8/2005 -

2/2006)

Creation of short-term website projects:

. Created a website using HTML, Dreamweaver, & PhotoShop for a not-for-

profit organization in Illinois, gaining approval of Governor

. Created website for a Real Estate Agent using HTML, Dreamweaver,

PhotoShop

Technologies: MS FrontPage 2000, Macromedia Dreamweaver 4.0, HTML 4.0;

Adobe PhotoShop v 4.0-6.0; CGI Script; Java Scripting;

AT&T / SBC (Consultant with NextGen Information Services)

(10/2004-8/1/2005)

1 Bell Center St. Louis, MO 63101

Project Manager / Release Management

CCT (Call Center Technology) under CC&B (Call Center & Billing)

Assigned to review projects and manage releases impacting CCT and migration

to the Voice Recognition CCTP (Call Center Technology Platform). Migration

from Touch-Tone, using a Pheriphonics technology, to a platform using IVR

(Interactive Voice Response) and CTI (Computer Telephony) based call

routing created the need to upgrade most Customer Care & Billing

applications, as well as many interfacing systems. The need to test the new

technology against a high costing infrastructure, and to include

interfacing entities within the enterprise posed huge changes in

development and testing procedures

Project Management Responsibilities:

Process Creation, Management & Improvement

. Assigned to encourage, promote and audit the usage of the new Express

SDLC process within this team.

. Initiated strategic planning to fill gaps in the EXPRESS SDLC.

Identified gaps and assisted in authoring processes to fill those gaps

using best practices from other SDLC methodologies or personal

experience.

. Mentored a wide variety of teams to understand and gain use of the

newly mandated SDLC, oftentimes overcoming resistance. Offered

assistance to Program/Project Managers, Technical Directors, Team

Leads, QA, Infrastructure, Deployment and SW development teams in

effort to convey necessary SDLC deliverables and encourage process.

. Created the Annual Release Plan and Scheduled timeline for 2005 as

well as proposal for 2006 forecasting high-level timelines based upon

EXPRESS SDLC milestones.

Release / Project Management

. Communicated with Directors, Team Leads and Project Mangers to

determine enterprise release plans.

. Coordinated with various teams to gain resources, negotiate schedules,

roles and rollout plans to align and manage projects based upon risk,

regions, platforms, and/or environments.

. Coordinated testing and test environments

. Coordinated milestones and testing schedules for both onshore & off-

shore teams of developers, testers and environment analysts to ensure

project success

. Facilitated RCCB (Release Change Control Board) Meetings where all

appeals were discussed and voted on by RCCB Voting Members consisting

of Executive and Technical Directors, for approval. Changes in

resources, scheduling timelines, costs, or project deliverables were

identified.

. All projects were presented to the Release Change Control Board

(RCCB), consisting of Executive and Technical Directors, for approval.

Resources were identified, scheduling timelines, and completed project

deliverables.

. Created release project plans using timelines identified by release

SDLC milestones.

. Assessed SDLC deliverables such as Business & Technical Requirements,

High-Level Design, Impact Analysis, Solution Approach, Project

Development Plans and Test Strategies.

. Assessed project needs to determine potential risks, issues, impacts,

dependencies, timelines, and deployment needs throughout the SDLC.

. Assessed project resources against current release SDLC milestone

phases to determine if they meet timelines.

. Work with Project Managers and Test Team Resources to ensure resources

as well as test environments are available for various system test

phases across multiple projects scheduled to be deployed within the

same release

. Coordinated test environment analysis and design

. Coordinated with appropriate stakeholders to resolve issues identified

during testing; validate product corrections / fixes

. Identify deployment team requirements

. Identify issue/risk/impact analysis for testing, environment & data

across multiple projects

. Monitored individual project status by tracking SDLC milestones;

provided overall release status.

. Prepared, monitored and reported release milestones with the

responsibility to ensure appropriate signoffs

. Tracked project milestones using MS Project and Excel

. If project missed SDLC milestone dates, jeopardy was raised against

the project impacting the release; documented issues

. Created issues log to track project or release deliverables against

scheduled release SDLC timeline.

. Mentored completion of the Test Strategies, Operation Installation

Guidelines (OIG) and a Software Deployment Plan (SDP) document.

Sections within the documents, such as the Communication Plan and

Production Validation, were key areas of misunderstanding.

. Enter Budget Analysis & Tracking by gathering resource supply and

resource demand estimates

Technologies: Nortel MPS 1000 clusters; MPLS (L2 & L3 VPN); Layer 2

protocols (Frame Relay, ATM, PPP, HDLC, ISDN, PRI); Voice infrastructure

(wiring, cabling, add, move, change configurations, T1 / T3, local

access, etc); IP Telephony, Unified Messaging and Contact Center

deployments; Avaya ACD call flow; Dynamic VoiceXML (vXML) with Java on

Websphere Voice Response for AIX using Genesys for CTI drivers (Computer

Telephony), Unix/AIX, Java, ASP, PeriPhonics (Touch Tone), Interactive

Voice Response (IVR) & Voice Recognition, Avaya Switches, Oscar Servers,

Express SDLC, Serena RTM; Visio Professional v 5.0-2002; Microsoft Office

v 97-2002; Microsoft Project 97-2002; Cisco's WAAS (Wide Area Application

Services) IP networking hardware and software capturing video, voice and

data and delivering it through the same virtual pipe to three kinds of

screens: televisions, PCs and smart phones using fiber-optic cable.

Independent Consultant (2/2002 - 10/2004)

Short-term website projects:

. Updated website for a Food and Beverage firm to include time entry and

management using HTML, DreamWeaver, CGI, and Java Scripting.

. Created test scenarios, test plans and use cases for a website

featuring book sales and warehousing. This was the first website to

be used in their history and it was difficult to overcome old ways.

The website would allow for ordering, inventory, billing, etc.

Technologies: MS FrontPage 2000, Macromedia Dreamweaver 4.0, HTML 4.0;

Adobe PhotoShop v 4.0-6.0; CGI Script; Java Scripting;

A.G. Edwards & Sons, Inc. (4/20/1998 - 2/28/2002)

One North Jefferson St. Louis, MO 63103 314-***-****

Desktop Development, Quality Assurance, Software Integration and Deployment

Summary:

. Member of a team assembled to deploy software applications and

departmental builds to ~6000 Brokerage and Home Office users as well as

600 branches via Satellite networks.

. Part of team responsible for delivering over 500 certified Software

Installation Packages developed from in-house applications or those

purchased from third party vendors.

After 1 year, requested to create a Quality Assurance Team

. Within 1st year, outside source evaluated processes at CMMI level 3 due

to creation of standardized, repeatable, documented processes using a

combination of SDLC methodologies including SQA, RUP, Summit, CMM, etc

. Engineered definition of procedures and inherent processes to request new

or certified software, enhancements or new business area builds, and the

creation of cyclical maintenance releases.

. Introduced methods to reduce development, testing, and installation costs

. Directly responsible for improving stability and understanding amongst

all development and support staff with the introduction of releases and

certifications against ~70 business area builds

. Demonstrated added stability to workstations and integrity to

applications being deployed, reducing Help Desk phone calls and the

deployment of Support personnel, as well as lowering costs for software

licensing.

. Reduced support costs and efforts for Help Desk and Support team

activities with increased coordination and communication amongst support

teams and the creation of a weekly approval process of SW being imported

to the Production environment.

Detailed Responsibilities:

Supervisory

. Supported efforts of the Software Integration, QA and Deployment Team

Leader

. Managed projects by assigning work and monitoring activities of 4 QA

Analysts and 17 Testers.

. Participated in interviewing and recruitment of staff, assisting with

evaluation and review of employee performance, individual goals,

mentoring and achievement of those goals

. Personnel issues were reviewed on a case-by-case basis and escalated

to higher management if needed.

. Participated in decisions and activities as necessary to obtain

development of team and departmental goals.

. Planned, scheduled, and facilitated weekly team meetings preparing

presentations, handouts, spreadsheets, reports, meeting minutes, etc.

Project Management / Business Analyst

. Managed workflow and relationships with all parties involved in

Quality Assurance and deployment of software, successfully completing

projects on time and to the satisfaction of project sponsors

. Analyzed requests for solutions to determine possible issues or

implications and necessary solutions early on.

. Answered many questions related to the Software Development Life Cycle

(SDLC) regarding the Design, Development, Testing, & Implementation

processes.

. Lead contact between external business areas and departmental staff to

ensure effective definition of requests and delivery of business

solutions in a timely manner.

. Coordinated multiple, concurrent projects with development schedules

to meet overall business area objectives, as well as internal

activities of technical solutions in addressing requests and tracking

releases to production.

. Coordinated milestones and testing schedules of developers and testers

to ensure project success

. Developed and scheduled timelines, generating commitment to

deliverables and tracking progress

. Ensured a smooth transition from requirements to implementation.

. Provided regular feedback and status to project sponsors & appropriate

management; communicating various options.

. Communicated issues arising from team activities with internal or

external teams.

. Facilitated definition of work, requirements, project information,

issues and complexity advocating suggestion

Process Creation, Management & Improvement

. Analyzed and implemented processes, creating guidelines and

procedures, for the Quality Assurance Team to evaluate and test

various 3rd party or in-house installation packages against applicable

departmental builds.

. Directly responsible for adding PC integrity and stability to new

builds or applications being deployed, reducing Help Desk phone calls

and the deployment of Support personnel, as well as lowering costs for

software licensing.

. Provided a significant improvement in understanding for developers,

testers, installers, and future development work including appropriate

documentation to reduce errors and increase stability.

. Provided PC stability and enhanced support by creating maintenance

releases by issuing cycles per business unit

Quality Assurance Analysis & Test Lead

Requested to create a Quality Assurance team

. Engineered procedures and inherent processes using the Software

Quality Assurance Model

. Demonstrated an communicated effectiveness of various types and phases

of testing for use

. Facilitated daily meeting with QA Analysts to determine daily

activities, answer any questions and prepare for daily needs

. Generated test plan templates, guidance for execution and approval of

completed test plans

. Coordinated test environment analysis and design

. Attended Project Meetings gathering client requirements and ensuring

QA involvement early in the process.

. Identified problems and proposed solutions to ensure application

software met the highest quality standards.

. Consideration was given to not only the current release, but also

future releases.

. Encouraged programmers to provide applications better suited for

support and deployment

. Encouraged additional documentation for Help Desk and Support teams to

support certifications and installation instructions

. Encouraged release notes reflecting outstanding bugs, fixed bugs, and

new features.

Asset / Configuration Management for Software

Forethought and vision to create a Software Inventory & Management system

adding stability to the workstation environment, reducing repetitive

procedures and increasing understanding for Operations, Development and

Support teams.

. Created a methodology to consolidate critical details about software

applications developed in-house or those purchased from third party

vendors providing useful information for cross-referencing roles or

packages impacted during upgrades against ~ 70 different business role

builds.

. Provided and maintained a software management and release database to

include configuration management, standardization, version control,

dependencies, certifications, installation instructions, supporting

documentation, useful information to cross-reference business roles or

installation packages impacted during upgrades, known issues,

outstanding or fixed defects, release notes and new features.

. Directly responsible for monitoring builds, reviewing documentation,

validating environments, confirming the 'right to use' or entitlement

to software by a user, and releasing correct software components to

the production environment,

. As part of a team, validated and approved weekly delivery of packaged

applications ready for release into production

. Reviewed and suggested modifications to installation instructions and

supporting documentation for quality before release.

. Coordinated with Analysts to determine if an application package could

be supported amongst several different business areas.

. Continuously reviewed package inventory to ensure standards were met,

and information is accurate and up-to-date.

Development of Software Installation Packages for PC Build & Maintenance

Releases

Provided code, testing and deployment of automated software installation

and configuration scripts using various installation-scripting tools such

as Install IT, Wise Installer, MS Installer and deployment tools such as

SMS or UNIX scripting

o For migration of PCs to newer Windows Operating systems and

associated servers

o For software upgrades

o For Enterprise-wide or Broker maintenance releases

o Provided support and upgrades for emergency fixes

o Migration to Exchange Servers

. Provided an integral part of the design, development, test, and

implementation by providing solutions for each

. Participated in release meetings and review of programming

specifications.

. Provided rollouts

. Evaluated and provided suggestion to purchase SMS, demonstrating

effectiveness of software distribution or rollouts using SMS

. Prepared the design, development, and testing needed for deployments

by initiating flag files on the HP UNIX servers as a vehicle to

upgrade the workstation after the PC boot up process. Tracked

progress by building in success or failure flags

. Created procedures to provide installation and support documentation

correlating with program functionality.

Technologies: HP UNIX; Install IT 8.0; WISE Install Manager; SMS 2.0

Server; VMware Remedy 2.0; Visual Source Safe; Visual Basic Studio & VB

Scripting; IBM & Dell Workstations; ILX Broker Application; Symantec

Ghost; Programming for Windows; Support for Windows Server and Clients;

Serena RTM; Visio Professional; Microsoft Office; Microsoft Project;

Microsoft Access v 2.0-2002; Crystal Reports

Associated Equipment Corporation (3/1990 - 4/1998)

5043 Farlin St. Louis, MO 63115 314-***-****

Management of MIS (Manufacturing) (1991-1998)

. Provided feasibility studies, design and analysis for migration from a

Mainframe to Client/Server environment.

System Operations Analyst - UNIX Client/Server environment

. Provided Infrastructure planning and migration from COBOL to SCO UNIX

3.2 and the use of a new MAPICS ERP Manufacturing application.

. Created processes and procedures for operation's management,

troubleshooting & administration, for manufacturing application and

inherent modules for Customer Service, Sales, Order Processing,

Accounts Payable and Receivable, General Ledger, Purchasing,

Receiving, ERP, Inventory and Production Control.

. Configuration and optimization of server operating system,

hardware/software, application software, network and peripherals

. Configuration of UNIX kernel and load balancing

. UNIX shell scripting

. Created account groups and user access UNIX server as well as 1200+

application menu selections included in the MAPICS Manufacturing

application and inherent modules

. Configuration of database parameter files for the server and user

connections and profiles

. Asset Management

. Continuous improvements in server performance, processing, disk

access, and memory management

. Setup and configuration of PC's, printers, modems, communications and

peripherals.

. Provided device management and troubleshooting of hardware, software.

. Developed and managed System Security and Backups/Recovery

. Developed system backup and recovery procedures, including a disaster

recovery plan

. Ensured vendor tools are compliant by implementing patch updates, bug

fixes, and new releases

. Purchase and inventory of hardware, software, and computer related

supplies

. Installation or upgrade of Client operating systems and/ or

applications

. User training

System Operations Analyst - Cobol / JCL Programmer (1990-

1991)

. NCR 10000-55 mainframe running ITX / MVS with Manufacturing

application to include Billing and Inventory systems

. Cobol programming, Batch file creation and execution using JCL

Technologies: SCO UNIX 3.2 v4.5 running on NCR 3000 Model 3447 Platform,

UNIX Shell Scripting (Bourne), ITX / MVS COBOL and JCL running on NCR

10000-55 Platform, MS-DOS 2.0-6.2, Programming & Support for Windows 3.11

and WYSE thin client workstations, BAR Code programming, MAPICS ERP

application for Manufacturing with ISO 9000 compliance,

Education - University of Missouri - St. Louis

BSBA (Bachelor of Science in Business Administration) / MIS

(Management of Information Systems)

Equivalent hours for minors in Math and Chemistry

On-going training and classes taken in Programming, Networking, Web

Development to enhance career

Significant Training or Understanding

PMP (Project Management & Planning)

SQA -Effective Methods for Software Testing from the Quality Assurance

Institute

SDLC (Software Development Life Cycle) SCRUM, AGILE, RUP, Waterfall,

Extreme

Systems Life Cycle Methodology

CMM (Capability Maturity Model)

NT 4.0 Server and Desktops

Microsoft Windows NT Server 4.0 Professional Certification

Microsoft Windows NT Desktop 4.0 Professional Certification

On-going self-study to enhance Quality Assurance, Project Management,

Technical Development skills and knowledge

Strong knowledge of scheduling tools, builds methodology and the SW

life cycle.

Contact this candidate