Margaret Farrell

203-***-**** abnyhp@r.postjobfree.com

Monroe, CT http://www.linkedin.com/in/margaretfarrellpmp

Summary

Dynamic Project Management Professional (PMP), Lean / Six Sigma Green Belt,

Certified Scrum Master (CSM) and Communications Manager with robust

international experience ranging from start-up environments to multi-

national corporations. Highly skilled in building cross-functional, multi-

cultural, multi-timezone virtual teams that strengthen strategic customer

relationships, "turn around" difficult customers and expanding revenues.

Proven strong relationship management skills. Works successfully under

both time and accuracy pressures including 3-5 simultaneous strategic

projects, process reengineering utilizing multi-year, multi-Million budgets

with global participants. Operating within Triple Constraint (On-time,

Within budget, Within scope) and maintaining achievable project portfolio

management to avoid strain of resources and diplomatic, international

relationships. Well-versed in Waterfall, PMBOK and SDLC disciplines,

specializing in strong, stable Project Scope, strategic planning, and

international organizational collaboration, while operating in low-

authority environments. Editor-in-Chief and senior author of all

communication mediums for global population as recurring role from 1999 -

2011 often added to original job duties.

CORE COMPETENCIES include:

Integrated Project Management Scope & Requirements Management

Process Re-engineering Management Project Monitor & Budgetary Control

Procurement Management Document Management & Governance

Communication & Organizational Training Change Management

Vendor & 3rd Party Management Risk Management

PROFICIENCIES include:

Microsoft Office Suite (Word, Excel, Powerpoint) Microsoft Project

& MS Access

SharePoint Oracle Lotus Notes Domino Database

PROFESSIONAL CERTIFICATIONS / ASSOCIATIONS

- Project Management Professional (PMP), 2006

- Certified Scrum Master (CSM), 2012

- Six Sigma Green Belt, 2009

- Member, Project Management Institute

- Member, Scrum Alliance

- Director, Worldgate Condominium Assoc., 2005 - 2007

PROFESSIONAL EXPERIENCE

FARRELL & FARRELL, LLC, Monroe, CT 2012 - present

Owner, Author "Our Children's Books" series

Conceive, write and publish Our Children's Books featuring fun, relatable

characters discovering the world and learning lessons through adventures.

Market titles for print and electronic distribution for mobile devices.

ORANGE BUSINESS SERVICES (formerly Equant), Oak Hill, VA 2008 - 2011

Senior Project Manager; Satellite Project Office Manager

. Designed comprehensive, integrated solution for inventory of satellite

customer connections, migrating data from excel spreadsheets to in-house,

real-time corporate database. Identified and managed software

development life cycle (SDLC) for next development of corporate access

database that made the database more robust. Developed documentation and

trained new users. Worked with SMEs including Tier 3 engineering to

identify technical business requirements. Methodology: PMBOK, SDLC,

Incremental methodologies.

. Identified revenue leakage in customer equipment and freight forwarder

costs resulting in savings of over $820K. Created new process for

implementation and project closure. Methodology: PMBOK, Incremental

methodologies.

. Managed global implementations including Halliburton, A.P. Miller Maersk,

new technology in Italy and projects of $45M contract value while

securing reference-able relationships. Skilled in multi-national

Integrated Procurement Management, Change Management and Vendor

Management. Budget: $360K - $850K for various projects. Methodology:

PMBOK.

. Increased Key Customer satisfaction via effective, proactive

communications, proper expectations, preparation and timely execution

service enabling service contract renewal and network expansion of $670K.

Budget: $480K equipment, $100K configuration & shipping, remaining budget

for third party installation. satellite licensing, etc. Methodology:

Waterfall, PMBOK.

. Solely responsible for Quality Assurance and facilitation of shared

database from legacy Lotus Notes Domino to SharePoint that improved

business efficiencies, global reporting, and reduced wasted operations.

Solid change control methodologies utilized via proactive communications,

transparency and risk management resulted in increased profitable work.

Ensured governance of data, process and policy. Methodology: PMBOK,

Waterfall methodologies.

. Introduced and trained SharePoint to entire Division. Worked with

Information Technologies (IT) to define structure to correlate with

future process and staffing requirements. Trained 76 employees via

several web seminars for those located in Europe, Middle East, Asia-

Pacific, India, South Africa, Australia, Singapore, etc., while being

aware of language difficulties during instruction and discussions.

Methodology: SDLC, Phased approach migrating from legacy Lotus Notes

Domino database to SharePoint environment and Wiki pages.

. Served as subject matter expert in corporate-wide Capability Maturity

Model Integration (CMMI) projects, illustrating non-standard business

requirements for Division. Methodology: Phased approach, SDLC for multi-

year initiative.

. Created boilerplate contract for international Service Level Agreements

(SLAs) between the company and Third Party Vendors, working with internal

Legal and senior management.

. Sourced Third Party Vendor for specific engineering requirements for

marine satellite technology, who met licensing requirements in a west

African country.

. Crafted executive level communications regarding organization's

performance and future direction which boosted exposure of satellite

success and education to 10,000+ staff in 166 countries, being sensitive

to inevitable language difficulties. Created executive presentations for

Board reviews.

. Winner of Corporate Marketing contest "Challenge 'I am'", 2009.

Resources: global participants, low-authority. Cross-matrix managed 10-

12+ staff, project dependent, utilizing $360K - 850K budgets. Managed

international third party vendors and service providers for multi-national

customers.

Budgets: Managed Divisional budget as well as Customer project-related

budgets. Managed Project Office for all projects including finance

requirements; liaise with Finance, Accounting and Legal departments,

including third party vendors, to resolve any budget and data quality

issues. Created budget and managed budget re-forecasting of $28M, as

customers increased to 2,000+ and 76 staff members.

Environment: Multiple corporate legacy systems to migrate to secure,

scalable, enterprise-wide applications. In-house IT developers in France.

Non-standard business requirements challenged IT resources and schedules.

Projects: Multiple PMO projects length of 3 months - 3 years. All projects

ran parallel and had high exposure to Steering Committee due to valued

revenue value of the Network Division. Project Length: 2 months - multi-

year, ongoing. Reported to Head of "Satellite Factory".

EQUANT (formerly Global One), Oak Hill, VA 2001 - 2008

Commercial Manager, Project Office, Satellite and Wireless 2004 - 2008

Solely provided financial, commercial and operational support to Equant's

satellite network with 23% annual growth in a cross-matrix, international

environment of a fledgling organization of 8 employees.

. Automated key performance indicators, reviewed business cases, statistics

and tracking mechanisms and combined multiple sources which supported

growth. Utilized Lotus Notes Domino database and MS Access.

Methodology: PMBOK, SDLC.

. Created and maintained project dashboard that identified costs,

profitability, global implementations trends. This information ensured

the satellite backbone and other projects stayed on track and on budget.

. Designed forecasts of costs working with Business Development, Purchasing

and Engineering which ensured timeliness within budgeting constraints and

purchasing volume.

. Defined cost modeling and standardized pricing which increased profit

margin and identified sourcing weaknesses.

. Performed as key interface with prime stakeholders, including Product

Development, Finance, Regulatory, Operations, Customer Care, among

others. Ensured projects stayed within scope, performed on-time, under

budget.

. Documented business processes and information flows to address non-

iterative issues. Provided reporting and data analysis for performance,

as well as identifying data integrity issues. Worked with key colleagues

in France to address data security in the growing complexity of the

organization, while developing solid, repeatable business processes.

Methodology: PMBOK, Incremental, Modular development.

Resources: global participants, cross-matrix managed 8-14 staff, low

authority. Budgets: Managed budget over $9M, performing trend analysis of

business volume.

Environment: Start-up structure with ambitions to grow business and develop

satisfied customers. Worked with IT developers in France using PMBOK,

Incremental, Modular methodologies, having low influence for project

development timelines as Satellite & Wireless was non-standard department.

Project Length: 0.5- 3 months, ongoing. Reported to Director of Satellite

and Wireless.

Senior Project Manager, PMO, Communications and Executive Programs 2001 -

2004

Created and managed communications and divisional projects to exchange

information, including the development of recognition and feedback

programs.

. Developed and implemented the Culture Integration Program for division's

international population of 7,500 employees to include: Senior Executive

Outreach program, Rewards and Recognition programs, division newsletter

and division-wide communications programs to promote productivity and

interaction of global teams, thereby increasing employee and customer

satisfaction. Methodology: Waterfall, Phased methodologies.

. Created and distributed executive-level collateral and press releases,

intranet website, internal publications for senior management, parent

company and partner audiences that enhanced division's branding,

highlighted successes and increased flow of information. Project

assigned by Senior Vice President. Often wrote Division-wide communiques

in his voice for approval and distribution.

. Launched Communications Consortium of cross-functional organizations

including liaisons with Brand Management, France Telecom and other FT

holding companies for the entire division which fostered mutually

beneficial collaboration and data exchange. Project assigned directly by

Senior Vice President. Methodology: PMBOK, Waterfall methodologies.

. Initiated high-visibility projects for France Telecom / Equant, Domestic

Network Optimization, Deutsche Bank Outsourcing project, and Quality

Assurance and Outsourcing. Project assigned directly by Senior Vice

President. Methodology: PMBOK, Waterfall methodologies.

. Continuously recognized and rewarded for achievements beyond position

responsibilities.

Resources: Global participants, cross-matrix managed 4-10 staff, low

authority. Budget: Unlimited, as necessary for Rewards & Recognition

program, etc.

Environment: Global division moving from silo to regional business

environment. Self-developed intranet site for division and for PMO

department. Project Length: 0.5 - 6 months, ongoing. Reporting to

Department Manager and matrix managed to Senior Vice President.

GLOBAL ONE, Herndon, VA 1999 - 2001

Senior Program Manager, Sales-to-Cash "High Impact" Initiative

. Reengineered strategic process and cross-functional improvements for the

delivery of voice, data and IP, including procedural changes with all

Order-to-Bill stakeholders including Global Operations entrance / exit

criteria, provisioning, implementation automation and data warehousing

for global community

. Regularly facilitated 26+ Subject Matter Experts (SMEs) including 4 - 6

additional remote participants in various countries and timezones to map

current and "Best Practice" processes, while capturing business

requirements for 2 enterprise-wide software applications. Continuously

aware of language concerns as participants were from: Europe, Middle

East, Asia-Pacific, India, Columbia, Brazil, etc. Multi-year project

leveraged to be scalable, open and flexible. Cross-matrix managed

participants in waterfall projects. Project length: 2-3 years

Methodology: Waterfall, PMBOK methodologies.

. Systematically led various tactical, high-visibility initiatives from

concept through launch to audit, enabling the reduction of CAPEX,

decrease of Order-to-Bill intervals and increase of immediate cash flow.

Project length: 4-7 months. Methodology: Modular methodologies.

. Primary lead to Information Technologies organization to high-impact

business case; validated system workflow diagrams and detailed functional

specifications. Approved system developments and schedules on behalf of

the business owner organization. Project length: 2-3 years.

Methodology: PMBOK, SDLC, Phased methodologies.

. Conceptualized, implemented and provided content for department intranet

website which centralized divisional branding, increased collaboration

and provided timely communication.

. Recognized and rewarded for outstanding contributions by semi-annual

corporate-wide awards program, features in corporate intranet, and

individual performance awards.

Resources: Global participants, cross-matrix managed 4-38 staff, strong

Project Sponsor expectation and corporate exposure. Budget: Multi-

million, Unlimited.

Environment: Multiple corporate legacy systems to migrate to secure,

scalable, enterprise-wide applications. In-house with IT managers in US

and developers in US, UK and France. Self-developed intranet site via HTML

programming. Project Length: 4 months - multi-year. Reported to Group

Manager of Strategic Initiatives.

EIS INTERNATIONAL, INC., Herndon, VA / Stamford, CT 1996 - 1999

Senior Service Account Manager, Herndon, VA 1998-1999

. Designed new department from concept to production, including processes,

tools, documentation and training for newly hired Service Account

Management team. Methodologies: PMBOK and Waterfall methodologies.

. Managed top 5 Most Critical Customers operating extremely sophisticated

and technical systems, representing approximately $8.5M of company

business. Facilitated escalations while increasing customer satisfaction

ratings from 3.9 to 4.7 (scale: 5.0).

. Served as liaison between staff and executives regarding project

initiatives. Remediated issues, process deficiencies and mentored team

members. Methodologies: PMBOK and Waterfall methodologies.

. Developed root cause analysis, meaningful benchmarks which identified

unrealized productivity.

. Recognized with Outstanding Performance Awards for 3 quarters, plus

Annual Performance Awards for 2 years.

Resources: Cross-matrix managed 4-6 staff, interacting with 3rd Tier

software and hardware engineers for issue resolution. Budget to create

department: 4 headcount ($225K) and $5K for Customer Appreciation program.

Environment: Technology for predictive dialers and call center customers

utilizing object-oriented programming. Projects: unique, "one-off"

customer requirements: SDLC, Rapid Application Development (RAD), Code &

Fix. Project Length: 0.5 - 6 months. Reported to the Director of Customer

Support.

Account Manager, Stamford, CT 1996 - 1998

. Generated revenue for 35 customers, provided highly technical sales and

customer management for 4 product lines. Developed quarterly sales

promotional programs, while reporting to the Manager of Customer

Accounts. Worked with software and hardware engineers as necessary.

. Responsible member for $5.4M team revenues; exceeded quota, 5 consecutive

quarters.

. Recognized with Outstanding Performance Awards for 10 quarters, plus

Annual Performance Award

EDUCATION

BA, Communications Sciences; Minors: Statistics, Computer Applications,

The University of Connecticut, Storrs, CT

Certification Degrees in: Computer Graphics, Graphic Design, Video and

Broadcasting, Fairfield University, Fairfield, CT

PMBOK / Lean / Agile / Scrum coursework, PMI Global Conference, 2010

Integrated Procurement Management & additional PMP / CSM coursework, 2010 -

2012

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