Project Manager

Gregory Leytes, PMP

Phone 973-***-**** E-mail: *******@***.***

** ******** **** *****, **** Milford, NJ 07480

Certified Senior PM with over twenty years of management and technical

experience in leading programs and projects; proven track record of

successful deliveries of complex global applications and infrastructure

deployments in IT, Telecommunications, and Healthcare/Pharmaceutical;

expertise in PMO and business QA.

Program and project management (PM): Managing, directing, and leading

local & global teams on direct/customer facing engagements through all SDLC

phases:: Project planning, organizing, controlling, and reporting with

full responsibilities for budget and HR :: Proactive change management ::

Risk evaluation and control :: Global/off-shore/distributed/virtual teams

:: Development and negotiation of contracts and agreements :: Customers and

partners relationship management :: SLA management :: Opportunity

assessment and business case development

Business analysis (BA): Business domain analysis:: Requirements (planning

and management, elicitation, documentation, tracking) :: User Centered

Design :: Use Cases :: Solution assessment and validation

PMO: Organizational process development, deployment, and support::

Project management methodology:: Development and delivery of education

materials on project management.:: Process mentoring and process assurance

:: Performance measurement and metrics:: Independent formal assessment of

health, risk and quality of projects :: Center of Excellence ( PM COE)

Test management: Design, implementation, and support of departmental

quality assurance standards:: QA teams/projects management :: Development

and execution of test plans :: Test/QA reviews and meetings :: Preparation

of test cases :: Test tools selection and setup :: Integration testing ::

System testing :: User Acceptance Test

o PM Methodologies: SDLC, Waterfall, RUP, Agile, Scrum, 5D, RAD, JAD,

PMBOK/PMI, Prince2

o PM Tools: MS Project, Rational Portfolio Manager (RPM), CA Clarity PPM &

EPMT, ClearQuest, ReqPro, TestManager, GS Health, GS Risk, Visio, MS

office (Word, Excel, PowerPoint, Access)

o Regulatory/compliance: SOX, FDA 21 CFR Part 11, CSV, GMP, HIPPA,

Internal controls, CMMI/SCAMPI

o Quality: Six Sigma / DMAIC, RCA, CAPA

o SW/Products: C/C ksh, csh, perl, awk, TCP/IP, UNIX, (AIX, Linux, HP

UX) :: SQL, PL/SQL Sybase, DB2, Oracle, MS SQL :: C#, Java, J2EE, .NET,

HTTP, XML, Web 2.0, WebSphere :: Windows :: EDI :: ITIL, GSMethod, OODA,

UML :: SAP, Siebel, SalesForce

Education: Master of Science in Telecommunications

Certifications: Project Management Professional /PMP (PMI, 2005); Senior

Project Manager (IBM, 2005)

2000 - 2009 IBM, Piscataway, NJ

Program Manager / Project Manager responsible for the smooth and timely

delivery of departmental programs and projects.

Technology applications - portfolio of IT projects (typical projects ~50K

to ~500K per year):

. Managed programs with budget of ~2.5M / ~20 HC allocated (US, India);

. Developed planning strategy, managed proposals preparation and

submission, performed evaluation of candidate projects based on cost /

impact ratios, prepared budget and HR requests;

. Directed PMs and Project Team Leads (PjTLs) in project planning and

execution, provided PM support to projects managed by technical leads;

. Established best reporting practices; collected and analyzed projects

actual performance data against planned. Conducted weekly programs review

meetings with every project reporting progress, scope changes, issues,

dependencies, risks, and financials; advised on/resolved issues and

dependencies, helped to identify new risks;

. Successful in recovery of all high impact in-troubles projects through

focus on key issues/problems and by active use of SME team - a small team

of Subject Matter Experts not permanently assigned to any of the projects

and available for help on troubled projects and to work on strategic

initiatives without direct funding;

. Achieved complete satisfaction of key stakeholders; worked with

executives and management of customers, partners, and vendors, managed

relationships and expectations. Reported weekly and monthly status of the

program to directors and VP, prepared/delivered presentations on program

to execs;

. Successfully developed and negotiated contracts and agreements for

projects within program;

. Raised resource utilization by ten percent through additional training of

global resources and complete elimination of bench time. The goal was

achieved through regular collection and analysis of resource utilization

against actual demands of the area with immediate adjustments in resource

allocation;

. Established and supported project management environment; developed and

deployed Agile processes (Scrum) to quickly deliver technology solutions.

Achieved ~25% reduction in development time;

. Established, managed, and supported program's documentation repositories

(team rooms in Lotus Notes and Wiki );

. Achieved quality targets on all projects through consistent application

of quality management techniques and methods. Led QA reviews on the

projects, focused on proactive management of issues and problems, reduced

by 25% issue resolution timeframe;

. Organized and facilitated "Lessons Learned" reviews, collected and

analyzed input from management and teams, prepared recommendations on

development process, deployed best practices identified;

. Developed and delivered PM education to management and teams. The

education was organized as yearly cycle of bi-weekly presentations on key

aspects of project management adjusted to specifics of the area.

Mobility applications: The scope included pilot deployment of m-WiMAX on

IBM's campuses in NY and TX, development of value-add applications for

mobile devices, and business case development for sequential internal and

external deployments. The challenges of the program included technical

novice of the deployed technologies combined with tight deadlines imposed

and involvement of two large corporate partners (Samsung and

Sprint/Clearwire) with different business objectives as well as all of

IBM's internal organizations (GBS, CTS, SWG, and Research). The project

teams of Samsung and Sprint had been managed by their PMs; I managed the

overall program as well as IBM's team. Project resources had been located

in US, China, and Vietnam. The success had been achieved through focus on

business needs of the partners, excellent breakdown of program scope into

manageable projects, and clear definition of roles and responsibilities for

every organization involved, all captured as much as possible in the DOUs.

Internal procurement e-services application: Mission-critical application

which enabled to request contracted technical, administrative and business

services utilizing pre-negotiated suppliers and rates with candidate

supplier submission and selection. The application was a part of

procurement suite consisted of account payable, procurement SAPs for North

America and EMEA, and Business Data Warehouse. It used HTTPS for front end

/ client facing connections and MQSeries, JDBC, and FTP for backend

connections (create purchase requisition, supplier candidate responses,

connections to SAP). Also, it allowed placing orders via e-mail. The scope

of project included collection and analysis of the application retirement

data as well as internal data migration. The project was over 35000 hours

and was performed by team of over 25 professionals located in the US

(architects and BAs) and India (developers and testers). The complexity of

the project was in the variety of the applications and systems involved,

users affected, and direct impact on the business. The success had been

secured through detailed analysis of business requirements with good

decomposition of the project in workable subprojects. EVM allowed detailed

control of project progress and health. Project was delivered to customer

on schedule and ~5% under budget. The financial goal was achieved through

raised resource utilization by offshore teams.

Data centers modeling in virtual reality (Torque Game Engine, Windows/Mac);

Notes/Siebel project, which included integration of e-mails and calendars

of Lotus Notes and Siebel;

Internal content delivery on mobile devices (Windows Mobile platform,

content synthesis and feedback, text to speech, voice recognition,

globalization, translation, consolidated media library, role-based content)

E-commerce offerings development and deployment in Server Farm Center

Environment (Web 2.0, Ariba, WebSphere, Java, J2EE, AIX)

Migration of servers from GS departments to data centers (over 100

development, test, and production servers had been moved);

. Responsible for successful project planning, execution and delivery;

. Managed project budget (25K/500K to 2.5+M) and human resources (~25+)

allocated;

. Defined project strategy and developed robust project plans;

. Ensured that project objectives are clearly defined, requirements

(business, functional, etc.) are developed and properly documented,

Requirements Traceability and Verification Matrix (RTVM) is in place and

kept up to date through all project phases, acceptance criteria

identified and agreed upon early in project cycle;

. Successfully managed project scope, timely addressed project changes

though established change control process;

. Deployed Earned Value Methodology (EVM) custom assets on the project

providing executives with a clear view of the project status and

facilitating pro-active project management;

. Implemented on project level best PM methodologies as Seven Keys,

Catalyst;

. Collected and reported to PMO project metrics and indicators; applied

Accelerated Solution Delivery methods as Join Application Development

(JAD), modeling, virtual teaming, reuse.

. Organized and facilitated miscellaneous internal and external reviews,

customers/sponsors meetings, conducted weekly/daily project meetings

(JAD, Scrum, etc.);

. Reported project status to executives and senior management;

. Successfully identified, controlled, and tracked to closure issues,

dependencies, and risks allowing smooth project execution;

. Established complete rapport with executives, customers, and team leads

in distributed global resources environment allowing clear & effective

communications on the project;

. Ensured successful deployment and turnover.

Test Project Manager responsible for successful test execution. Managed

distributed test team consisted of test architects (US) and test

leads/testers (US and off-shore) through all phases of QA lifecycle on

development/services projects:

. Worked with customers, product managers, architects, and other

professionals to identify test objectives and scope;

. Defined test approach and developed test plans in support of set QA

goals/objectives;

. Worked with test architects and test leads to deploy Rational tools;

. Controlled updates to RTVM, ensured coverage of the requirements by test

cases proposed;

. Worked with development team on turnover to test; prepared and lead test

readiness reviews;

. Controlled test team progress on development and execution of test cases;

. Worked with customer on preparation and execution of UAT, performed as

focal point for customer on test;

. Reported status of test to management;

. Lead test reviews and meetings;

. Managed test budget and resources;

. Responsible for test documentation, including configuration management;

. Ensured continuity of test through releases of the products.

Project Director (DPR) / EPMO Lead responsible for implementation,

deployment, and support of corporate level processes within internal Global

Services organization; performed as a focal point for compliance/controls

and all development process activities:

. Identified PMO specific objectives in support of the delivery of

portfolios, programs, and projects by business units; defined key

functions and responsibilities of the office;

. Established strong ties and relationships between PMO and other business

units, positioned PMO as organizational Center of Excellence (COE) in

business / PM processes and Quality Assurance;

. Developed plans and budgets for PMO;

. Directed business area managers and PMs on all aspects of the processes.

Worked with GS PMO and business area managers to develop/customize GS

level processes (as defined by GS method) and metrics to specifics of the

organization (e.g. FP metrics based on project types as large systems,

fix packs, etc.);

. Planned and managed deployment of development processes and tools,

responsible for implementation and deployment in corporate environment of

new practices as Agile;

. Developed and maintained at organizational level PM process

documentation, including internal guidelines, procedures, and forms;

Developed and supported organizational teamroom, ensured that all

required PM process documentation is in place and up to date;

. Operated within strong matrix structure of corporation with resources

(PMs) reported to Resource Development Managers (RDMs): identified areas

of individual focus and provided input/end of year assessment to RDMs on

PMs allocated, worked with RDMs to identify/acquire new resources;

. Fostered development of professional PM in the organization, designed and

deployed PM education for team leads and architects with three managers

achieved professional certification. Developed and delivered education on

PM and business processes to PMs, business, and technical staff;

. Conducted weekly meetings of PMO, tracked all high visibility / impact

projects, controlled portfolio, programs, and projects reporting by PMs

to execs and management;

. Improved development/maintenance productivity and reduced defects across

all SDLC phases (data collected/analyzed included all planned and actual

FPs/LOC, hours for all phases, defects in all phases with breakdown by

defect types and inception phase, data on reuse, on accelerated solution

delivery, financial data, etc.) Most effective process identified

included JAD and virtual teaming. Conducted Lessons Learned Reviews (LLR)

on portfolios, programs, and projects in the area which proved to be the

best vehicle to identify areas for improvement and best practices;

. Responsible for operations of Configuration Control Board (CCB) and

Change Control Board (CCB);

. Responsible for compliance of the organization with applicable

regulations and internal controls, for implementation and execution of

business QA process; lead Business Area Reviews and Process Assurance

Reviews; managed resolution of development process non-compliances on

projects in the organization;

. Successfully transitioned organization to CMMI process model, supported

SCAMPI assessment, brought organization to level 5;

. Provided first level support of project management tools as Rational RPM

and MS Project (configuration, adding users/projects, etc.) as well as of

internal PM systems including Business Management Reporting System,

Global Services (GS) Method, and GSRisk.

Quality Assuror (QA) / Project Quality Analyst (PQA) responsible for

quality and internal controls on variety of internal and external projects

ranging form ~$30K to ~5M

. Independently assessed and advised on scope, schedule, and cost of

projects;

. Performed quality and process assurance reviews according with

organizational standards and procedures;

. Identified problems and recommended corrections & improvements to

projects;

. Tracked all actions to closure/completion and reported project status to

internal review board.

System Architect & Project Analyst responsible for system architecture

and implementation

e2open project: produced a set of architecture and design documentation

for web site and integration areas of e2open project, including user

interface requirements, look&feel (GUI), integration with exchange members

and customers:: Electronic Data Interchange (EDI) :: technology selection

and evaluation in content management (Broadvision), Ariba (supplier

solutions), WebSphere, MQ Series and RosettaNet positioning, Tivoly

products usage recommendations;

Global Commerce Backbone (GSB) initiative: developed recommendations for

senior management on the GSB structure.

1997 - 2000 Merck-Medco, Franklin Lakes, NJ

Senior Application Architect: PjTL responsible for design,

implementation, testing and deployment of Health Utilization Management

(HUM) Applications. FDA, Computer System Validation (CSV), Title 21 CFR

Part 11, HIPAA, EDI, data acquisition, analysis, and management.

. Lead project team consisted of developers and testers through all phases

of application design, development, testing, and deployment;

. Performed as focal point on development team for customers and vendors,

reported project status to management;

. Worked with customers on development of business requirements; lead

development of functional and technical requirements;

. Developed application's architecture;

. Developed WBS, project plans and schedules, allocated resources to tasks;

tracked team's progress against schedule;

. Developed all key project documentation, including DOU, PRD, RTVM;

. Worked with customer on all change requests (CR), lead CRs' evaluation;

. Kept list of issues, dependencies, risks;

. Responsible for configuration control and releases;

. Developed test strategy;

. Lead/represented project in all compliance and internal QA reviews;

. Responsible for application's ongoing releases and turnover to

production.

1994 - 1996 Computron, Rutherford, NJ

Senior Software Engineer: Project leader responsible client/server data

warehouse application development

1992 - 1994 AT&T, Middletown, NJ

Contract employee responsible for design and implementation of mission-

critical monitoring system for telecommunication equipment. Developed

technical requirements, designed, implemented, and tested the system.

1990 - 1991 Scientific Computing Associates, New

Haven, CT

Member of Technical Staff responsible for quality assurance and testing of

C-Linda. Developed test strategy, created test databases, developed and

executed test cases, documented test results.

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