Project Manager Management

John S

abnq45@r.postjobfree.com

UPPER-LEVEL MANAGEMENT: Consulting, IT Management, Operations

Solutions oriented Senior Project Manager with 20 years of experience advancing the performance of leading companies across

a range of industries, including technology, manufacturing, healthcare, finance, insurance, and public sector electrical utility.

Elevate organizational productivity, efficiency, and profitability through skillful assessment, development, implementation, and

management of advanced systems and operating procedures. Areas of expertise include:

IT Management • Team Building • Client Management • Executive Presentations

Solution-Driven Analysis • Multimillion-Dollar Budget Management • Budget and Resource Estimation • Management Consulting

• Procurement, Distribution and Manufacturing Functional Consulting• Strategic Planning • Customer Satisfaction • Client

Relations • Resource Development and Allocation • Pre-Sales/Sales Strategy • Delivery and Engagement Management •

Practice Building and Development • Project Management -- Waterfall Approach • Project Management -- Agile/Scrum

Approach • Project Management -- Iterative Approach

Oracle Applications Functional Consulting • Oracle Pay-to-Procure Process • Oracle iProcurement • Oracle Purchasing •

Oracle Financials (GL, AP, Fixed Assets) • Oracle Inventory • Oracle Bill of Material (BOM) • Oracle Manufacturing • Oracle

Human Resources • Oracle Payroll • Oracle DBA Master (version 7 of Database) • Oracle PL/SQL and SQL• Object Oriented

Programming

PROFESSIONAL EXPERIENCE

CorSource Technology (ProDX), Portland, Oregon, 10/2007 – Present

Private technology consulting firm with $10M+ in annual revenues

Senior Project Manger

Provide Project Management to a large Public-Sector Utility client responsible for the transmission and wholesaling of electricity

in the Pacific Northwest. Client earns gross revenues in excess of $1 billon annually. Projects managed include ERP System

augmentation, Network Cable Plant upgrade, Enterprise Governance Risk and Compliance, Telecommunications Circuit

Management System and IT infrastructure upgrades. Responsible for managing projects with aggregate budget exceeding

$10,000,000 and creating all supporting Systems Development Life Cycle (SDLC) artifacts: project business cases, project

charters, plans, risk analysis, work break down structures, budgets, resource loading and MS project based schedules.

Operational Highlights:

• Enabled Agency’s Master Lease program (key target for FY 2009) for financing Transmission infrastructure capital projects.

• Managed NERC CIP compliance effort for Agency’s Physical Security and IT organizations. Organizations will meet

compliance standards by federally mandated deadlines.

• Introduced Enterprise Governance, Risk and Compliance organizations supporting Reliability, Internal Audit,

A-123, and Risk initiatives.

• Replaced legacy Telecommunications Circuit Management Systems with state-of-the-art telecom and eGis system enabling

internal telecom organization to improve service and accelerate delivery.

• Recovered and delivered Customer Billing and Process Improvement project for Transmission organization.

• Managed critical IT infrastructure projects: HQ Network Cable Plant upgrade, ERP Upgrades, Voice Recording

System replacement and Exchange 2007 upgrade.

• Led formal requirements gathering exercises for all projects following Systems Development Life Cycle

• Led vendor management effort. RFP creation and technical

• Drove gap-fit analysis sessions. Instituted business process improvements across all projects.

• Managed critical IT infrastructure projects: HQ Network Cable Plant upgrade, ERP Upgrades, Voice Recording

System replacement, and Exchange 2007 upgrade

Major Projects:

• •

Customer Billing and Process Improvement ERP Upgrade (Financials, HCM, Supply Chain and

• EPM)

Master Lease Financing

•

• HQ Network Plant Cable Upgrade (IT Infrastructure)

NERC CIP Compliance – Physical Security

• Governance, Risk and Compliance

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Systems Management, Inc. (SMI), Portland, Oregon • 1/2006-10/2007

Private management and technology consulting firm with $15M in annual revenues.

Senior Project Manager

Provide ERP and IT management consulting for Oracle Certified Partner. Roles ranged from management consulting, business

process consulting, and risk assessment to ERP software selection and evaluation. Manage the development of client proposals

and the creation of strategies for marketing and delivery. Recruit consultants to deliver projects and maintain relationships with

client representatives.

Extensive consulting experience in the Oracle ERP space allowing me the ability to scale my approach based on clients needs:

Lead implementation project teams, perform requirements gathering, conduct gap-fit analysis, write SQL queries, or act as

business liaison between the end user and the technologist

Operational Highlights:

• Expanded the company’s Oracle ERP practice in the Northwest by creating proposals and providing technology support for

sales efforts

• Secured new business in both the JDE and EBS spaces ($1 million in gross revenue over 2 years) from public and private

sector clients through creation of proposals for service and support. Gained repeat business.

• Aided company in becoming a certified Oracle Partner.

Major Projects:

• Conducted a Risk Evaluation of existing systems and processes for Corbis, Inc.as part of a $1M consulting project.

Recommended upgrading Oracle ERP (JDE 8.12) software to align disparate processes and consolidate financial

reporting of international subsidiaries. Effort helped Corbis realize first profit in its history.

• Recovered a $500 k ERP implementation with Pro Tour Memorabilia to help the company remain successful in an

increasingly competitive retail marketplace by organizing their inventory, automating manufacturing operations, creating

B2B portal solution and instituting cell manufacturing with real-time capability for controlling waste and costs. Customized

a B2B java-based, supply chain portal solution. B2B solution was developed using Agile project management approach.

Total results: An immediate reduction in overhead by 20% and a restructuring of pricing that enabled the company to keep

contracts with large chains such as Wal-Mart, Target, and JC Penney.

• Conducted formal requirements gathering sessions and gap-fit analysis (following Oracle AIM methodology) as part of

Discovery phase of implementation.

• Led a Total Cost of Ownership Study that revealed the right ERP solution for Omnicell, a growing healthcare and

technology company that had reached $1 Billion in market valuation. Led discovery sessions, narrative write-up and TCO

presentation. Because of the analysis Omnicell saved $2 million in licensing costs and negotiated a ‘safe-passage’

agreement with SAP.

• Participated on teams Creating Proposals for ERP services and support, including public sector clients (City of Tigard,

City of Hillsboro, Clean Water Services, Whatcom County, Lincoln PUD) and private sector clients (Omnicell, Wherenet,

Inc., PTM Images, imperium Renewables, Lindal Cedar Homes, Wilshire Financial).

Willamette Dental Management, Portland, Oregon • 4/2001-12/2005

$120 million privately-held dental HMO and private insurer with 60 offices in 4 states (OR, WA, ID and NV)

Information Technology Director

Provide thought leadership and relationship building across the enterprise to increase the credibility and impact of the

Information technology organization. Led the modernization of the company IT infrastructure, revamped all mission critical

applications, and provided career development and right sizing of IT Organization. Introduced formal Project Management,

Performance Management and technology standardization. Briefed Senior Management and provided CIO-level insight for

CEO and COO during one-on-one sessions.

Operational Highlights:

• Managed a $1.5 million Enterprise Patient Management System software development project employing offshore

resources (employed object oriented programming technologies --.Net technology and SOA architecture. Project delivered

on time and under budget). Project managed using iterative development approach including prototyping and iterative rapid

development of web-based solution. Project delivered on time and under budget.

• Introduced formal Systems Development Life Cycle (SDLC) and Project Management Life Cycle (based on PMI-best

practice) methods for IT projects.

• Reduced TCO of IT footprint by $5 million within 3 years through standardization, improved contracting and elimination of

outdated technologies.

• Implemented a customer-centric IT model that increased customer service by 100% in 1 year based on annual surveys.

• Recovered ERP implementation by replacing vendor consultants with independent consultants. Reduced cost of

implementation by 40%.

• Implemented a data warehouse environment using SOA technologies (Oracle Data Warehousing, HP-UX OS, and Oracle

Database Management System).

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• Decreased inventory costs and increased order accuracy by implementing Oracle E-Business Pay-to-Procure Business

Process (i-Procurement, Purchasing, Inventory, Accounts Payable)

• Led implementation of EBS Workflow in support of the pay-to-procure process. Decreased order entry errors and

compressed supply-chain activities support activities.

Major Strategic Initiatives:

• Established IT Roadmap thru 2010. Successor currently follows same Roadmap today.

• Aligned long-range information system strategy with company’s goals and objectives – including individual performance

management.

• Managed the implementation of Oracle E-Business implementation and stabilization. Modules included: Inventory, BOM,

Manufacturing, Purchasing, iProcurement, Human Resources, Payroll and Discoverer Report writer.

• Managed full life cycle of the applications portfolio: conducted software evaluations, implemented sunset strategies, and

utilized outsourcing strategies where required. Implemented mission-critical systems using SOA architecture (Microsoft .Net

Framework, SQL Server DBMS, Windows Server 2003 Networking).

• Introduced industry-standard, rapid software development lifecycle methodology (RUP) to technical project teams.

• Modernized Information System Portfolio – establishment of policies, procedures, and technology direction for enterprise.

• Recognized as technology visionary who revamped legacy, high-cost environment into a modern web-service

environment.

• Built high-speed, multi-state network based on Microsoft/Cisco technologies.

• Introduced Business Continuity/Disaster Recovery Strategy and Delivery Systems (Operational) Best Practices.

• Planned workforce deployment (FTE, contract, onshore, offshore) to adhere to budget and maintain high-levels of

customer service.

ADDITIONAL POSITIONS

Boeing Commercial Airplane • System Manager/Program Manager • Seattle, Washington, • 1990 – 2001

Mentor Graphics, Inc. • Systems Analyst/Programmer Analyst • Portland, Oregon • 1988-1990

Andersen Consulting • Business/technology Consultant • Portland, Oregon • 1987-1988

University of Oregon •Graduate Teaching Fellow • Eugene, Oregon •1985-1987

EDUCATION/TRAINING

Masters of Science, Business

University of Oregon

Bachelors of Science, Economics (Cum Laude)

University of Montana

PMP Certificate in Project Management (In Progress)

CPIM Designation, APICS

Oracle Certified Implementer

Oracle DBA Master

PROFESSIONAL AFFILIATIONS

Gartner/EXP Member

TNS/CE Advisory Board

APICS

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