Project Manager Management
Resume:
Richard H. Allen Lansing, MI ***55
IT PROJECT / PROGRAM MANAGER AUTOMOTIVE INDUSTRY 555-***-****
Global Cross-Functional Team Leader MBA ***@*******.***
Process Reengineering Change Management Six Sigma
* Available for Relocation
Core Qualifications & Strengths and Travel
Managed multi-year, multimillion-dollar IT projects, on time & budget
Progressively responsible career in Fortune 50 companies
Global, cross-functional project team management
PMI Member, PMP Certification
Differentiators: Six Sigma Green Belt, agility with finance, versatility
SENIOR PROJECT MANAGER
Expertise in:
Automotive, Healthcare, Telecommunications Project Management Office (PMO)
Software Development Methodology / SDLC Client/Server, J2EE, Oracle, DB2, Websphere
MS-Project / Excel / PowerPoint / Word Capital / Expense Budget Management
Vendor Management Sarbanes-Oxley Compliance
P roject / Program Management Highlights
TOP AUTOMOTIVE COMPANY 1996 to present
Global Car/Truck Manufacturer
SOFTWARE DEVELOPMENT PROGRAM MANAGER (2002-PRESENT): Charged with delivering cutting-
edge bill of material solutions by customizing industry standard software (client/server, J2EE, Oracle,
Websphere). Led internal personnel and vendor teams (up to 30 people) to deliver releases on time/budget
using structured project management techniques. Project budgets range to $5 million, 3-18 months in duration.
Delivered bill of material solution to replace a variety of homegrown solutions, leading to a strategic
solution used in U.S, England, Japan, Germany, Australia that yielded BOMs of significantly higher
quality. Led a six sigma project which yielded a 600% improvement in system interface performance.
Provided on-site support for initial pilot launch in England.
Tasked with rescuing a series of releases that were crisis-driven and stabilize the process. Delivered 3
subsequent releases using formal development methodology, implemented vendor management
processes that reduced personnel acquisition from 2 weeks to 5 days, and yielded a 25% improvement
on product quality.
Deployed to help manage department s $19 million capital budget for software development. Drove
process simplification and streamlined reporting processes. Decreased late purchase orders by 73%.
Charged with managing the transition from department s homegrown development methodology to the
new corporate methodology. Built consensus among key thought leaders, developed transition plan, and
developed/delivered training classes.
RE-ENGINEERING ANALYST (1999-2001): Challenged to assess a set of global, disparate product
development processes and recommend solutions to standardize processes and leverage best practices.
Managed logistics for a 70-day global offsite meeting to recommend global solutions. Served as
communications lead, researched current state business practices for North America, presented topics,
and created management presentations. Results: the team produced a 5-stage strategy for global
alignment of bill of material and feature management processes.
Led a cross-functional team to produce design specifications for Stage 1 of the global process re-
engineering effort. Received departmental recognition for driving 11 separate teams in a process that
resulted in reduction of costly part errors in product development and tooling activities.
Richard H. Allen - page 2
SYSTEMS ANALYST (1996-1998): Led and participated in efforts to select corporate software tools, revise
the corporate systems development methodology, and align disparate hardware and telecom solutions.
Developed recommendation for new corporate calendaring and e-mail solution, conducted feature and
financial analysis for the product that was selected and is still in use in the company. Results: saved $2
million/year over the legacy mainframe solution.
Selected as software methodology expert, and with one other colleague drafted the RFI/RFQ portion of
the new corporate methodology. Subsequently identified as the department representative on the
corporate methodology governance board to manage rollout and methodology evolution.
Selected to lead 2 weeks of discussions in Japan to help align foreign subsidiary s UNIX and
telecommunication infrastructure to corporate standards. Brokered agreements about key hardware
suppliers and developed next steps to consolidate redundant telecommunication networks, saving the
company millions of dollars annually by leveraging corporate buying power, reducing support costs.
SOFTWARE SYNERGY INC., Indianapolis, Indiana 1994 - 1995
Middle Tier IT Consulting Firm
CONSULTING ANALYST: Led project team of 5 people to deliver customized client/server document
management solution for a leading medical devices company.
Developed design specifications, managed scope, assisted in vendor contract negotiations, led system
testing, and designed/delivered training materials. Addressed last-minute concerns about system usability
by working with a programmer to develop wizards for key functionality in 72 hours that played a
significant role in gaining customer acceptance of the system. Results: delivered 25% productivity gains.
SPRINT CORPORATION, Irving, Texas 1992 - 1994
Major long-distance telecommunications company
PROGRAMMER/ANALYST: Senior programmer/analyst providing production support and enhancements for
telecommunications applications using Natural programming language, ADABAS, DB2, CICS.
Automated monitoring and maintenance for a key system, eliminating manual monitoring and on-call
support requirements, avoiding prior delays in processing customer requests, and simplifying support.
Received a Making a Difference award for recovering a struggling project by assessing current
programming difficulties, determining root cause, and implementing a solution in 48 hours.
ANDERSEN CONSULTING, Dallas, Texas 1988 - 1992
Big Six Global Consulting Company
SENIOR CONSULTANT: Progressive responsibilities including LAN support, lead programmer, and team
leader on multi-year, multi-million dollar client engagements (primarily COBOL, CICS, DB2, VSAM)
Sample Project: Led 15-person team responsible for 25% of the deliverables for a $40 million, 2 year
healthcare distribution project. Subsequently chosen to lead 2 additional teams bringing deliverable
responsibility to 33% overall. Replaced antiquated order entry and inventory system to deliver medical
supplies across the USA, saving the client several millions of dollars annually.
E ducation and Additional Qualifications
UNIVERSITY OF INDIANA, Bloomfield, Indiana, MBA
SOUTHERN METHODIST UNIVERSITY, Dallas, Texas, B.S. Engineering Management (cum laude)
Professional Development: Executive-level training includes: Risk Management, Project Scheduling and Cost
Control, Rapid Assessment and Recovery of Struggling Projects, Six Sigma Green Belt Training, Change
Management, Facilitation Training
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