Project Manager Management

BERNI MELTON

***** ******** ****** / ***** *****, Indiana 46307 / 219-***-**** / ********@*********.***

Senior Portfolio Management/Process Improvement Professional

Experienced at combining business insight and technical savvy with real world experiences to function as the intermediary between

business and technology management. Focused on linking strategy to practical execution by implementing projects that allow

business to benchmark their organizational effectiveness, drive measurable results and elevate their people, process, business and

technology maturity. Often been called in to lead projects that have gone astray.

Forward thinking, results-oriented professional with over 25 years notable success in Fortune 500 companies directing a

comprehensive range of complex strategic, business, financial and technology initiatives on time, within budget and with minimal risk.

Demonstrated leadership, organizational, interpersonal, facilitation, negotiation, communication skills with strong work ethic and

ability to motivate, mentor and coach staff to excellence.

AREAS OF EXPERTISE

Strategic, Business, Technology and Financial Planning and Execution

Process Improvement, Re-engineering and Best Practices Analysis and Implementation

Business and Financial Management, Budget Preparation and Forecasting

Portfolio Project Management: Mergers, Acquisitions, Conversions, Integration, Transformation

Enterprise Program Management: PMP and SDLC Methodology and Discipline

Policies, Procedures, Workflows: Identification, Enhancement, Documentation and Implementation

PROFESSIONAL EXPERIENCE

FORBES TECHNICAL CONSULTING, Chicago, Illinois (2007 – 2009)

Program Manager – HCSC / BCBSIL – Chicago, Illinois

Program management/consultative services for both Enterprise and Information Technology Program Management Offices.

Guided initiative involving 25+ business and technology work teams to implement a new government product with a

separate network and unique benefit administration, system requirements and reporting needs. Delivered on time under an

extremely tight timeframe, under budget with limited resources, met stringent state of New Mexico system requirements

and Medicaid business demands, while maintaining quality and minimizing risk.

GLOTEL, Inc., Chicago, Illinois (2006 – 2007)

Consultant / Program / Project Manager – ABN AMRO – Chicago, Illinois

Program management/consultative services for technology transitioning from internal support to external service providers.

Acted as impartial liaison to interface with Global End User Computing organization and external vendor to facilitate global

interactions and status reporting between ABN and IBM teams to implement 17 project initiatives across 4 continents.

Coordinated physical departmental move with internal resources and external vendors from self-contained, self-supported

organization to new corporate (global) platform, including implementation of technical risk management procedures that

were consistent with corporate processes and methodologies.

JPMORGAN CHASE (formerly Bank One), Chicago, Illinois (2000 – 2006)

VP, Program Manager – JPMorgan Funds Management (2004 – 2006)

Program Management Office coordination to provide leadership and structure for mutual fund initiatives resulting from a merger.

Provided administration for 40+ work teams to execute largest mutual fund merger (JP Morgan Fleming/One Group) in US

history expeditiously and prudently. Managed synchronization and dissemination of all pertinent information up through

organization, satisfied all federal and legal criteria, monitored timelines and status to minimize risks, interdependencies and

contention issues and facilitated readiness assessment and central command center activities during merger weekend.

Provided consultative services to implement process improvements for the JP Morgan/Bank One Retail Sales Model in order

to build stronger relationships with clients and position JP Morgan to become the #1 fund industry. Facilitated evaluation,

streamlining and implementation of business and system requirements needed for the Client Relationship Management /

Management Information System (CRM/MIS) automation initiative (vendor system and internal data warehouse).

Program Manager – Corporate Trust Research Team (2004)

Coordination of Corporate Trust line of business shutdown and start-up of Corporate Trust Research Department.

Quickly implemented structure, service level agreement and physical set-up for newly formed department and precautionary

measures to avoid risk and chaos by developing a process for archiving and retrieving historical documentation.

Facilitated shutdown of 22 offices, including administration of vendor relationships and accounting cost center changes as

well as shutdown and startup of required systems, databases and files.

Berni Melton, / 219-***-**** / ********@*********.***

Program Manager – Business Solutions, Global Corporate Trust Services (2000 – 2004)

Program Management Office (PMO) support for Corporate Trust line of business. Influenced strategic, infrastructure, system,

process and re-engineering project initiatives. Executed business and technology projects. Mentored junior Project Managers.

Ensured collaboration of JP Morgan acquisition of Bank One business into the JP Morgan Service Model by identifying and

tracking risks, issues and interdependencies. Advised senior management when contractual expectations were at jeopardy.

Initiated process improvement effort to enhance business policies and procedures to reduce new account setup from 60 to

10 business days. Supervised development of tracking system. Developed training and instructed personnel.

Led design and implementation effort to create single point of data entry front-end system, allowing ability to feed common

account information across multiple stand-alone systems and provide capability to merge all information into a collective

database. Resulted in increased accuracy and consistency of information across systems, expedited account setup process

by eliminating redundant data entry and minimized risk of analyzing and reporting incomplete and inconsistent information.

Assisted in establishing PMO organization and structured methodology and in the development of the portfolio management

prioritization process. Chaired committee for improving and standardizing project management process and documentation.

Developed and implemented the training/mentoring curriculum for project management and business analyst positions.

KFORCE.COM, INC. (formerly ROMAC INTERNATIONAL, INC.), Oakbrook, Illinois (1998 – 2000)

Consultant / Project Manager – Bank One – Chicago, Illinois

Program Management/consultative services for various merger projects resulting from Bank One/First Chicago NBD merger.

Executed projects related to systems and processes including integration of multiple databases onto common platform.

Acted as impartial liaison to facilitate mapping sessions, process reviews, best practices, training, communication, readiness

and problem resolution with 22 front offices, middle/back offices vendor and various departments throughout the country.

ANALYTECH CONSULTING RESOURCES, INC., Merrillville, Indiana (1997 – 1998)

Consultant / Project Manager – Inland Steel Company – East Chicago, Indiana

Program management and implementation for all aspects of automation regarding new performance based incentive payroll

system including data analysis and validation, system design, programming, security and production scheduling.

Supervised developers and decreased individual incentive implementation timeline from 100+ days to <25 days by creating

macros, eliminating all hard-coding and establishing peer walkthrough reviews to improve efficiencies and accuracy.

NISOURCE INC. – NORTHERN INDIANA PUBLIC SERVICE COMPANY, Merrillville, Indiana (1981 – 1997)

Moved through a series of increasing responsibilities including Statistical Analyst, Consultant, Corporate Capital Budget

Coordinator, Substation Coordinator/Controller/Data Base Manager, Business Process Development Leader. Participated in

Strategic, Business, Technology and Financial Planning initiatives focused on quality, cost and performance measurement.

Planned and facilitate projects for analyzing, developing, installing and improving business effective systems, operating processes

and decision support systems including manpower forecasting, work and project management, maintenance/ inventory

management, records management, cost/benefit analysis, utility industry performance comparisons, office automation.

Introduced pricing algorithm for utility projects that identified break-even point plus reasonable profit margin. First year

pilot program recognized an additional $986K in nontraditional utility revenues that justified corporate-wide implementation.

Synchronized department $18M operating/capital budget with related maintenance/inventory system. In less than 2 years,

increased 55 team leads’ accountability to reduce budget variance from +5% to - % while maintaining flat expenditures.

Organized development and monitoring of corporate $183M annual and $692M 5-year budgets and provided presentations

to Executive Management and Board of Directors. Identified and implemented needed budgeting, variance analysis,

forecasting, accounting, inventory and maintenance management systems, process and procedural changes and

establishment and administration of those guidelines. Provided training in current methodology and automated systems.

EDUCATION & CREDENTIALS

Practitioner Certificate Program in Project Management, 2002, University of Colorado, Denver, Colorado

Project Management Certificate Program, 1999, Loyola University, Chicago, Illinois

B.S. Management, 1980, Purdue University, Lafayette, Indiana

AFFILICATIONS

Project Management Institute (PMI), Chicago Chapter

ADDITIONAL SIGNIFICANT ACCOMPLISHMENT

Co-authored and presented “An Automated Operating & Maintenance Budget Preparation Model: Linking Productivity

Measurement System to a Forecasted Operating and Maintenance Budget” at the International Industrial Engineering

Conference & Societies’ Manufacturing and Productivity Symposium

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