Project Manager Sales

EDUCATION: University of Georgia

Major: Computer Science

SUMMARY: Eighteen years of information technology experience working

with a variety of software, hardware, and systems.

WORK EXPERIENCE:

3/2006 - Present: The Home Depot, World Headquarters, Atlanta,

Georgia

SENIOR INFORMATION TECHNOLOGY PROJECT MANAGER

Enterprise Data Warehouse Business Portfolio

Responsibilities:

. Ensure production, maintenance, publication and administration of the

detailed master project and program work plans at the task level,

resource loaded with predecessor and successor relationships managed in

Microsoft Project Server.

. Drive daily execution of the project/program plans - constantly following

up on late task until completed to keep the project on track.

. Create/Maintain project/program resource forecasts - drive closure on any

staffing issues impacting the project.

. Create/Maintain project/program spending forecasts - drive closure to

resolve budget shortfalls by finding areas to reduce spend or working

with finance to find more funding.

. Drive closure on any outstanding or ambiguous Scope challenges to keep

the project/program on track.

. Drive closure on any outstanding technology challenges to keep the

project/program on track.

. Identify and Manage risks/issues; work with project/program team members

to develop specific action/alternative plans and drive those tasks to

closure.

. Create/Maintain/Publish Project/Program Status Reports - proactively

develop a "get back to green" approach for any project that is yellow or

red. Drive that "get back to green plan" until the project is back on

track.

. Independently assess and accurately represent the state of the project

(Scope, Schedule, Budget and Overall).

. Identify the appropriate toll-gate deliverables for use in

project/program execution & delivery and articulate pros and cons of

those recommendations.

. Define and administer project/program communication plans, policies,

procedures, and methods.

. Manage the Project/Program Document/Artifact repositories (SharePoint

Project Sites and Team Sites as appropriate).

. Manage Defects for the project/program and produce QC reporting as

appropriate.

. Assure adherence to The Home Depot Enterprise IT standards.

. Apply lessons learned from other IT projects/programs.

. Prepare project/program for IT toll-gates to assure that approval will be

given and minimize the number of actions items and follow-ups.

Successfully managing the following projects/programs at The Home Depot

Enterprise Data Warehouse Business Portfolio:

. In Progress since June 2009 - Teradata Enterprise Replacement of DB/2

Platform (38 resources, approx. 2 years in duration, $80M). Strategic

initiative to replatform our current EDW applications & data marts onto

the Teradata platform from the IBM DB/2 platform. Project consists of

migrating the existing Enterprise Data Warehouse subject areas (sales,

etc.) into Teradata. Also, the project will provide enhanced data as

well as build out any missing subject areas (i.e. Customer data grains).

This multi-year effort will result in a complete & comprehensive

Enterprise Data Warehouse, which can be used to enhance enterprise wide

analytics, operational reporting, & decision support activities. In

addition to replatforming our data warehouse, we are also selecting &

implementing a new Business Intelligence reporting tool (i.e.

MicroStrategy), which will become the standard reporting mechanism across

the company. This tool will be used for reporting against Teradata as

well as other reporting sources. There will be multiple work streams to

cover the build out of all of the subject areas & the Business

Intelligence tool. The initial PILOT projects will focus on migrating

Sales, Inventory, and Cost data.

. Completed - Sales Analytics CUBE (22 resources, 8 months in duration,

$1.1M). Proved out the viability of Microsoft SQL Analysis Services

(SSAS) CUBE technology with Sales data. Utilized the capability to build

and deploy a Sales Cube with an Executive Sales Dashboard (which included

Heat Maps). The project built a CUBE at the store/SKU/day grain level

and deployed an OLAP tool (ProClarity) to give analysts and managers

enhanced analysis/reporting capabilities. All enterprise-wide Sales

metrics were provided with daily updates, with the exception of non-comp

metrics.

. Completed - Margin CUBE (14 resources, 6 months in duration, $500K).

Project enabled the calculation of Gross Margin, Book Inventory, and ROI

metrics through CUBE technologies. Provided fast, flexible reporting and

analysis to the end users. Data added included Receipts, Markups,

Markdowns, Coupons, and required adjustments.

. Completed - Inventory CUBE (17 resources, 8 months in duration, $700K).

The Inventory Cube loads all metrics and dimensions that were previously

in the IIA application (Internal Inventory Analysis). With a CUBE,

analysts can conduct exploratory analysis as need. Analysts can create

and publish reports without the need for IT intervention (through the

current ProClarity or Hyperion Business Intelligence Toolsets)

. Completed - Vendor Return Analysis CUBE (17 resources, 4 months in

duration, $450K). This multidimensional CUBE houses the returns, sales,

and receipts information from all of the stores. This Cube enables the

end users to slice and dice information on the fly and determine the

exact impact of vendor returns on each store, district, and region.

. Completed - Finance CUBE (19 resources, 7 months in duration, $525K).

This CUBE provided access to critical enterprise-wide Forecast and Target

Information. Added Weekly Class Plan and access to Sub-Class levels of

financial data. Provided visibility into Audited Sales Adjustments.

3/2005 - 3/2006: Federated Systems Group (currently Macy's System

Group)

SENIOR INFORMATION TECHNOLOGY PROJECT MANAGER

Responsibilities:

Managed several enterprise-wide projects including system

conversion/migration projects.

Successfully managed the following projects at Federated Systems Group:

. Legacy POS System Upgrade to New Browser Interface (17 resources, 8

months in duration, $18M). Strategic initiative to replace all legacy

Bloomingdale's store Point of Sale terminal interfaces with

Windows/browser based POS system interfaces.

. Clienteling (12 resources, 9 months in duration, $5M). Application was

deployed in the Bloomingdale's store retail division. The application

leverages customer insights to recommend products for up-sell or cross-

sell opportunities, notifies a customer about new merchandise arrival

from their favorite brand, calls a customer about early sales

notification, reminds sales associates of relevant events such as

birthdays or anniversaries for each customer, and helps maintain

information about top customers as Bloomingdale's transitions between

sales associates.

. (POS) Signature Capture Pad Hardware Upgrade (8 resources, 4 months in

duration, $3M). 500 legacy (POS) Signature Capture devices were

replaced with newer and more robust equipment. Upgrade occurred within

the Bloomingdale's retail division.

. May Company Billing System Conversion (14 resources, estimated 6 months

to complete, $9M). Federated Department Stores acquired the May Company

Department Stores in 2005. Strategic project to convert legacy May

Company billing systems to Federated billing systems.

. (PDE) Price Determination Engine System Upgrade (7 resources, estimated 8

months to complete, $7M). Upgrade assisted with the growing number of

complex sales

promotions being planned by the business. Upgrade enhanced the UI to

help shorten sales promotion lead-times and system training.

2000 - 3/2005: ALLTEL

SENIOR INFORMATION TECHNOLOGY PROJECT MANAGER

Responsibilities:

Managed several wireless solutions development, eTechnology, and system

conversion/migration projects.

Successfully managed the following projects at ALLTEL:

. VII - Billing System Package 25 (38,000 hours, $2.6M). ALLTEL's Internal

Audit department requested that the Billing Administration group have the

ability to separate the entry/set-up and review/approval functions for

pricing codes in VII (Virtuoso II Billing system) prior to the codes

being made available in the VII production environment.

. Wireless Number Portability (WNP) Enterprise Readiness Project Phase I -

FCC "pooling" mandate (50,000 hours, $3.75M). Prepared over 35

internal and external systems (i.e. from a "numbers management"

perspective) for the WNP "pooling" mandate.

. Wireless Number Portability (WNP) Enterprise Readiness Project Phase II -

FCC "porting" mandate (80,000 hours, $6M). Wireless Number Portability

(WNP) makes phone numbers portable between carriers, thus enabling

customers to take their phone numbers with them to any carrier. Prepared

over 42 internal and external systems for the WNP "porting" mandate.

. ALLREF Wireless Features / Promotions Database (10,000 hours, $750K).

This project delivered the ability to view all wireless promotions and

features that are active at any given location / any given time frame.

The system was delivered to all global ALLTEL sales associates.

. Axcess Web (10,000 hours, $750K). Created this marketing WWW site for

ALLTEL customers. Axcess Web has the ability to quickly change marketing

content for quick promotions.

. E-Store (15,000 hours, $1.1M). Created this customer WWW site for

ALLTEL customers to download ring-tones, graphics, sharing pictures, etc.

Delivered the back-end ability for the billing systems to quickly

process the charges incurred by these downloads.

. VisionAIR Wireless Services Suite v1.0 (25,000 hours, $1.9M). Worked

with this ALLTEL business partner (VisionAIR) to create a dispatch-

tracking system for GE medical systems. Currently, GE Medical Systems

utilizes this Wireless Services Suite in all GE MS locations.

. VisionAIR Wireless Data Routing Engine (DRE) v2.01 (60,000 hours, $4.5M).

Wireless communications platform (i.e. wireless application server) that

provided the smart integration of wireless communications with web-

based/Internet industry standard components, 2nd and 3rd generation

public protocols, existing proxies and gateways, and proprietary logic.

The platform seamlessly facilitated wireless communications between back-

end applications (VisionAIR's value-added integrated services plus 3rd

party/legacy systems) and wireless devices. Currently, in use by many

fortune 1000 companies (i.e. GE Medical Systems).

1992 - 2000: The Coca-Cola Company World Headquarters, Atlanta,

Georgia

INFORMATION SERVICES PROJECT MANAGER

Responsibilities:

Managed various tactical and strategic information technology projects for

the following Coca-Cola Company operations business unit areas (over 300

total end users in all business unit areas):

. Executive Division

. Corporate Services Division

. Corporate Affairs Division

. Global Communications Department

. Legal Law Library

Successfully managed the following projects at The Coca-Cola Company World

Headquarters:

. Trading Room Build-out and Relocation ($600K). Managed the relocation

of the Main Company Stock Trading room from one building to another.

Ensured zero downtime during the relocation.

. 1-800-GET-COKE Call Center Conversion ($400K). Managed the conversion

of 90 AS/400 Twinax dumb-terminals. Terminals were converted to PCs with

AS/400 Rumba emulation installed. Ensured zero downtime during the

conversion.

. NewsEDGE System Deployment ($400K). Managed the deployment of the

NewsEDGE real-time news application to 30 end users within the Executive

Division. Coordinated the installation of the NewsEDGE server and

satellite dishes.

. Stock Quote System Deployment ($200K). Managed the deployment of a real-

time stock quote monitor/display system within all 8 buildings at the

Coca-Cola Company Atlanta office complex. Managed the related software

and hardware deployment.

. Competitive Advantage Application ($250K). Managed the creation of a

globally replicated Lotus Notes Database that automatically gathered web-

based competitive information. The database automatically moved the

collected data into user defined categories. The database allowed real-

time end user discussions within the categories.

. Company Directory Conversion ($100K). Managed the conversion of the

mainframe based Company phone/name/location directory to a SQL Server

based solution. Enhanced the directory by adding mapped locations of

offices, meeting rooms, etc.

. Video Conferencing Deployment ($150K). Managed the deployment of a video

conferencing solution in the main Executive meeting room.

. Legal Law Library Database Conversion ($300K). Managed the conversion of

the on-site Legal Law Library database from a mainframe based DB2 system

to a SQL Server based solution.

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