Project Manager Management
Resume:
KATHRYN S. WALKER, PMP, SSGB
**************@***.***
Stamford, Connecticut 06905
SUMMARY OF QUALIFICATIONS
Dedicated, analytical and responsive SENIOR PROJECT MANAGER who
consistently delivers large scale, complex and high quality projects and
systems. Innovative and persistent problem solver who thrives on
challenges, excels under pressure and gets more than the job done. Bright,
diligent and goal-oriented team player who possesses excellent
interpersonal and communication skills. Demanding / hands-on leader,
organized and thorough planner, and persuasive negotiator dealing
effectively across all levels of the organization. Accustomed to a fast
pace and multiple projects, fulfills priorities and meets deadlines while
consistently delivering projects on time, within budget and meeting the
client's specification.
CORE COMPETENCIES
Project Management Systems Development Program Management Office
Requirements Assessment Lifecycle (PMO)
Organizational Change Process Improvement Strategic & Tactical Planning
Risk Management Assessment
BUSINESS EXPERIENCE
Independent consultant managing the development and implementation of IT
software solutions for global organizations. Primary clients include:
Bowne and Co., Inc.
2009 to 2010
. Engaged as a senior consultant to review delivery model for investment
management software product. Evaluated product implementation components
including client documentation and training. Recommended improvements and
modified training framework. Result: improved client retention;
implementation considered a strong success and division's management team
looking at client training across the complete portfolio of products.
Bankers Trust / Deutsche Bank 1986
to 2001, 2008 to 2009
. Managed project to decommission US Cash Management platform and migrate
top-tier corporate clients to strategic global banking solution. Developed
strategy for and worked directly with each client. Assembled global cross-
functional team including Sales, Account Management and Services, IT
development and support, and QA/UAT. Identified and managed client- and
product-related risks and issues, and developed contingency plans.
Chaired meetings with Steering Committee and other stakeholders. Result:
bank able to decommission existing platform, thereby saving money and
reducing risk.
. Project Manager for three-year effort developing value-added distributed
Cash Management system. Provided support to bank's customers, customer
service organization and internal users. Result: expanded client base and
increased longevity through improved technology and functionality.
. To define the requirements of a Letter of Credit Trade Reimbursement
Initiation system, coordinated and led meetings among various business and
technology groups. Wrote functional specification and obtained consensus.
Result: project successfully completed; specification touted as model
document for the technology group.
JPMorgan Chase
2001 to 2006
. Over 3.5 year period which included the outsourcing of 2500 technology
employees/consultants to IBM and the subsequent merger with Bank One, led
the design, development, testing, and implementation of the corporate-wide
project and portfolio management system. Worked with business analysts to
manage and control scope, and to create functional specifications and
other documentation. Managed expectations, facilitated resource planning,
identified and prioritized risks and issues, coordinated and tracked
activities, negotiated timelines, planned and synchronized release
schedules across functional teams, provided post-mortem analysis/lessons
learned. Result: $500 million spend effectively managed; achieved
improved project delivery with cooperation across lines of business
allowing projects to be rigorously managed and providing transparency to
senior management.
. Led process improvement activities including system redesign. Following
the merger with Bank One, studied the Bank One service request and project
tracking system, performing a comparative functional analysis and
identifying synergies. Designed and implemented a blended solution which
integrated processes from both organizations. Worked with PMO leaders to
ensure solution supported new business model. Result: 600 Project
Managers from both companies able to effectively utilize consolidated
application.
. To enable decommissioning of existing servers and comply with revised
post-merger infrastructure standards, advised PMO sponsor regarding
architectural changes required for project and portfolio management
system. Identified risks and issues, and gained approval from senior
management to proceed with proposed solution. Managed redesign and
assisted in benchmarking to ensure no operational performance degradation.
Result: usability and longevity of application were assured as it was
successfully ported to new servers.
. To provide an ad hoc reporting capability, led design and implementation
of a user-friendly module with data dictionary which allowed the project
and portfolio management user community to export data to an Excel
spreadsheet. Addressed the needs of both casual and power users. Result:
able to achieve cost-effective, data-driven solution; users able to easily
extract desired information not available in standardized reports.
. As Consultant, was presented at a department meeting with a Certificate
of Appreciation from the PMO management team for the overall development
and lasting contribution to the project and portfolio management system.
. Designed tool to create a centralized repository of project and process
assets for the PMO user community, including training materials, user
guides, meeting notes, templates, RACI charts, reports and other reference
materials. Result: enabled users to achieve timely dissemination and
maintenance of information.
. To support division's professional development strategy, led design,
development, testing and implementation of an Employee Performance
Management system. Result: organization able to promote the development
of leadership and top talent through utilization of an automated system
which supported the performance management process.
Hyperion Solutions (now owned by Oracle)
1993 to 2003
. To systematize the collection of consultant hours and expenses, led
design and build of a Timesheet and Expense Reporting system which allowed
remote consultants to report client-based project time and travel
expenses. The information was input to a centralized database that fed
invoicing and reimbursement systems. Result: achieved accurate and timely
reporting of consultant billing expenses at the customer and project
level; reduced uncollected expenses, often as high as 5%-10%.
. To provide accurate and consistent contract information to Customer
Support and Accounting, led design and build of a Contracts database to
keep track of product purchases and license renewals. Result: $500,000
identified in unpaid license renewals for customers receiving free hotline
support.
Control Data Corporation
1977 to 1986
Project Manager, Greenwich, CT - 1982 to 1986
. Managed documentation, field training and support for relational DBMS and
PC-based products.
. Conducted all microcomputer sessions at national training schools.
Selected to deliver presentations at two biannual national technical
conferences. Recipient of national awards.
Systems Marketing Representative, Boston, MA - 1977 to 1982
. Consistently exceeded quota through consultative sales approach and
creative application of technology. Sold, designed, built, installed, and
supported computer timesharing-based solutions utilizing relational DBMS
technology. Supported the largest territory in the branch and served as
internal Technical Education Coordinator.
. Invited as a guest instructor to national training schools. Recipient of
branch and national awards.
The New England Life Insurance Company, Boston, MA
1973 to 1977
Senior Systems Support Analyst
. Implemented manual systems to support introduction of automated
processing within the corporation. Responsible for system definition,
design and documentation of workflow procedures, forms design and user
training.
OTHER SKILLS
Proficient in Microsoft products including Excel, PowerPoint and Project
EDUCATION AND CERTIFICATION
Wellesley College, Wellesley, MA. Bachelor of Arts in Mathematics 1973
Project Management Professional (PMP), Project Management Institute
Six Sigma Green Belt (SSGB), Institute of Technology and Business
Development, Central Connecticut State University
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