Larry Capps

Cellular: 630-***-****

abmqgr@r.postjobfree.com

PROFESSIONAL EXPERIENCE:

RR DONNELLEY (ACXIOM); Downers Grove, IL Mar 18,

**** - *** **, ****

Technology Program Manager

Managed this $50M contract for renewal on behalf of Axiom, across several

business groups (Hardware Procurement, Engineering Teams, SAN Storage,

Backups, Monitoring, Change Management; Circuit and Hitachi Frame Storage

Migration).

Planned, coordinated and managed a portfolio of 100 technical projects

within the assigned business groups.

Responsible for leading all aspects of projects from start to finish

including project team definition, resource allocation decisions with

Managers of impacted departments, stakeholder interfaces, project planning,

functional documentation, full project execution, tracking, reporting, roll-

out, interface with other business departments and formalized project

closure.

My efforts of 13 months were instrumental in the renewal of this 50M

contract.

JPMORGAN CHASE (BANK ONE), Chicago, IL

Nov 2003 - Feb 10, 2008

Technology Program Manager

Server Remediation Program (SRP)

Responsible for managing an extended team of 50, with five direct reports,

within the Global Technology Infrastructure line of business, as part of

the merger of this $1.1 trillion corporation.

Global Manager who led teams in New York, Ohio and Bangalore India to the

completion of multiple merger operations and remediation projects.

Planned and Developed business case and Approval for $14.2M Budget; which

project goals reduced risk and cost to the bank by remediation of 1650

UNIX/WINDOWS Server Assets, to policy documented Build Standards.

Coordinated the transition and hand-off of the server assets to the correct

Global Production Support Teams.

Maintained communications plan to address security related to server

remediation.

Facilitated critical merger-related projects encompassing discovery and

comparison of pre-merger service improvement and infrastructure program

operations.

Re-defined roles, responsibilities, accountability, and milestones for four

remediation project managers leading North America team from negative

productivity to outstripping their EMEA (Europe-Middle East-Asia) and APAC

(Australia-Pacific) counterparts by 512%.

Managed transition project managers leading them to exceed goals by 228%.

Negotiated with relevant business units to determine acceptable change

control windows to successfully remediate security gaps.

Led national and international meetings at the program and operational

level.

Identified and resolved resource and scheduling conflicts as required.

Traveled as required.

CDC1 & CDC2 Core Infrastructure Builds

Managed all deliverables for the above project with a team of four project

managers and two Implementation Engineers.

All deliverables were on time, on budget, exceeding the client?

expectations for quality and clarity.

Responsibilities consisted of communicating; Scope, Hardware Procurements,

Design and Implementation plans with eight customer teams across multiple

Lines of Business; which included following the Bank Standard Processes in

developing more than sixteen Scopes of Work and Architecture Reviews, in a

short thirty day time frame.

Coordinating of the above efforts with clients and the facility teams

brought the project back on track, reducing risk to the Bank, which has

provided the benchmark for all future changes and/or modifications.

In addition to the above, my team was asked to provide resources, out of

scope, in which we successfully managed the design, build out and

deployment of twelve ESF Zones at the Regional Data Center - concurrently.

EMC DASD Frame SAN Refresh Program

Responsible for execution and delivery of this $34M program to replace or

upgrade dozens of ECM SAN Frames affecting all and facilitate a clear road-

map. This program was behind schedule and in the red when I took over as

Program Manager, through my efforts and direction this program was

completed on time and under budget.

Successfully led and communicated with an extended team of seven Lines Of

Business (LOB) provided project managers and the extended team of

engineers.

This complex program saved the bank over $15M in direct expense and $20M in

indirect expense involving seven Midrange business areas, Card Services and

Enterprise Computing.

EMC congratulated me for a job well done indicating; ?he size, complexity

and speed in which this project was completed are truly unique in the

industry."

ABN AMRO (LASALLE BANK), Chicago, IL

May 2002 - Nov 2003

Program Manager - Data Center Migration

Senior Planner for DSM A&E group. Liaison between DSM and internal clients

on projects affecting the implementation or decommissioning of Intel Based

Systems.

Managed a team of five Implementation Engineers and one Project Manager.

Simultaneously managed multiple data center migration and installation

projects in a matrix and multi-vendor environment. Project scopes ranged

from several hundred thousand dollars to $13M.

All projects completed on time, on budget with no adverse impact to client

systems, business or data.

Managed each project in the manner required by the departmental project

life cycle.

Consulted with client staff identifying requirements, time lines and risks.

Directed activities of project personnel and vendors to ensure projects

progressed on schedule.

Engagement Manager, responsible for staff augmentation, projects

assignments.

Responsible for high-level documentation and cross-functional participation

between client teams.

Provide strategic planning to address business requirements and provide

tangible results.

Qualified and recommend solutions and strategies, based on the business

goals and objectives.

Served as an expert for technical issues on cross-functional and cross-

organizational problems.

Responsible for Time Reporting and Team Billable Hours.

SPRINT E SOLUTIONS, Rosemont, IL

Feb 2000 - May 2002

Program Manager PCS Data Center Migration

Successfully managed (end to end) the Sprint PCS, $25M Data Center Forklift

and net new builds.

Included in Scope - move 30,000+ subscribers, 2400 Servers, 800+ Network

components, supporting core IT network infrastructure services, while

maintaining 24/7 operations.

Proactively lead a team of 30 Engineers and 5 PM? thru strategy and

development, which encompassed multiple scenarios to support 200+ Sites,

Vendors and Affiliates.

Responsible for Project status and Planning, Risk Mitigation Strategy,

Budget and Phased Strategy.

Led a team of 12 Network Engineers and Cisco NSA, in the performance of a

physical and configuration inventory of all devices to determine baseline.

Actively involved with department managers to provide the allocation of

dedicated support resources during the migration period, including review

of all Change Management submission.

Led a team of 8 Provisioning Engineers, responsible for all site surveys

for the provisioning for 2000+ data and voice circuits via ATM/ION, homed

to the new Data Center.

Created Team responsible for saving Sprint PCS $12,000+ dollars a month by

identifying all non-essential circuits and issuing the appropriate

Communication Disconnects of those circuits.

Responsible for vendor management issues and customer relations.

VENCOR (KINDER HEALTH CARER)

Successfully managed a team of 10, which provided: Strategic Network

Management Assessment, Help Desk Assessments (operations), Router Upgrades

(hospitals), and Enterprise Network Operations Center (end to end, SDLC).

Managed client expectations and team coordination during the creation of

all Statements of Work presented the client, outlining deliverables and the

level of effort required to complete project(s). Provide for all planning

and budgeting documentation. Created Power Point and Visio presentations

to support strategies and positions taken.

Functioned as SPOC (Single Point of Contact) during all client and vendor

meetings and controlled meeting schedules and documentation presented.

Additional responsibilities included interacting with third parties during

the planning and budgeting of all hardware and software.

Managed a team of 6 software engineers whose responsibility was the

implementation of the Peregrine change management system. Provided the

client a separate help desk assessment to feed information to the Peregrine

installation team. My team collaborated with the Peregrine site team,

providing information collected from the previous help desk environment, as

well as benchmark data from various fieldsdeemed high priority.

Managed NOC (Network Operations Center), instituted industry best practices

in the NOC with appropriate staffing resources

Actively participated with management and staff to keep them fully abreast

of Project Status.

As client participated in the Pharmaceutical Industry we were required at

all times to meet or exceed the FDA regulation 21 CFR Part 11.

MOTOROLA Change Management / Resolution Center

Program Manager (Sprint E Solutions)

Managed a team of 6 consultants responsible for Providing Expertise and

Solutions for Client? Business Needs, worked within a cross-functional

business team to develop business processes to support the design of a

validated change management system.

Proactively lead the team to Define Change Management Policies, which

provided control of changes to all IT production and reduce disruptions and

defects in all production IT environments.

Responsible for Documenting Change Management process (work flow); and

recommending improvements to the process. Identify all business unit(s)

needs and create SLA? based on assessments.

Develop and approve standards for Change Management, Quality Assurance,

Product Control, Test Management, requirement process, defect tracking,

System Life Cycle, and system performance reporting.

Conduct reviews of all production processes, hardware, software, and

documentation

Interact with Change Management Quality Assurance and Disaster Recovery

Coordinators.

Reported daily progress through status reports, utilizing MS Word, Power

Point and Visio presentations.

COMPAQ SERVICES, Schaumburg, IL

Nov 1997 - Feb 2000

Project Manager

Led overall strategies and architectures for enterprise-wide solutions.

Led technical development of large, complex, or high-risk solutions.

Provided the highest-level customer interface and continuity at strategic

planning levels to address business requirements and provides tangible

results.

Served as a corporate expert on technical issues on cross-functional and

cross-organizational problems.

Provided an on-site contact of senior technical and Enterprise-LAN/WAN

solutions skills.

Interacted daily with high-level management (e.g., CEO, CIO).

Qualified and recommend solutions and strategies, based on the business

goals of the client.

Defined and documented principles, models and standards that addressed

business goals and requirements.

Reviewed completed proposals for technical integrity, qualification of

risk, and fit with business and strategic direction before presentation to

customers.

Coordinated with project managers, to achieve timely delivery of effective

and profitable solutions.

Resolved complex technical and business problems, and supported the client

through the solution and implementation processes.

DIGITAL, Schaumburg, IL

Jan 1990 -- Nov 1997

Project Manager

Traveled internationally to coordinate activities of vendors and sub

contractors dealing in Enterprise-Wide platforms.

Provided Expertise and Solutions for Client? Business Needs.

Taught Application Knowledge of Microsoft Products (NT Server, Workstation,

and TCP/IP).

Developed Network Proposals / Elements and Procedures / Upgrades and a

Mission Critical Advisor.

Perform Use-Case studies of business processes and work-flows.

Create analysis reports, written documents, and drawings.

Conduct ongoing interviews with domestic and international user group

members.

Act as technical coordinator and liaison between users and product

development.

Research and evaluate other third party products, tools and technologies to

improve, performance, and development capabilities.

Develop with engineering teams, functional specifications and present to

users for concurrence.

Core competencies include:

Project Management, Vendor Management, Technical Writing, Integration

Management, Cost Management (Budgeting), Communications Management, Change

Management, Scope Management, Quality Management, Risk Management,

Provision Management, Time Management, Resource Management, Procurement

Management, Business Development, OSI Model, Sever Implementation &

Deployment.

Environments: LAN / WAN, ATM, CISCO, INTEL, Microsoft Enterprise

Network, Active Directory, Exchange, Compaq, IBM, HP, SUN,

Solaris, AS400, EMC Storage, Remedy, Peregrine, PeopleSoft,

Oracle, Nonstop/ Himalaya and other Specialty APPS

Formal Technical Training:

Process Redesign, Budgeting, Project Management

Consulting with Clients

Technical Writing

Written Communications

Windows Integration and Performance, System Technologies and Systems

Management Server

Windows Workstation, Windows Server, TCP/IP, System Management Server

Technologist, Workgroup Solutions, Building/Campus Backbone Solutions,

Remote Networking, WAN Solutions and Network Management Solutions

Administration, Advanced Admin, Installation and Configuration

Certifications:

ASE/ASA, COMPAQ

MCSP, Microsoft

Wizard, 3COM

UNICENTER TNG, Computer Associates

Education:

Oklahoma State University

BS, Computer Science, 1989

Marketing and Business Development

Dale Carnegie (Personal Development), 1990

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