Project Management

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RONALD T. GUERIN

PMP

321 Woodlawn Drive

Cell 913-***-****

Lawrence, KS 66049

Email: mailto:*********@*********.************

@sunflower.com Web Site: http://www.sunflower.com/~ronguerinwww.sunflower.com/~ronguerinhttp://www.linkedin.com/in/ronguerinwww.linkedin.com/in/ronguerin

QUALIFICATIONS PROFILE

Senior Level Certified Project Management Professional degreed in Accounting, Finance, and Management Information Systems. Broad and extensive experience in IT Systems, Telecommunications Network Infrastructure, Manufacturing, Distribution, and Government. Recognized for strong organizational skills focusing on risk management, change management, and critical path management. Strong track record enhancing profitability of operations while driving business and technology development projects to successful closure on time and within budget. Experienced in small, medium, and large sized companies of all life cycles (start up, growth, decline, and bankruptcy).

Critical Path and Change Management

Staff Development, Recruiting, and Training

Productivity and Profit Improvement

Complex Problem Solving

Risk Management

Scope, Budget, and Timeline Management

Customer Requirements Management

Software Development Life Cycle (CMM)

Operational / Budget Planning and Control

Enterprise Systems Integration

PROFESSIONAL EXPERIENCE

Sprint Corporation, Overland Park, KS 20042009Senior Project Manager

for 7 infrastructure deployments ($47.5M) Led the $39M multi-vendor Enterprise effort to deliver the Group List Management / Synchronization / Address Book functionality and Web interfaces to support the $1.6B High Performance Push-to-Talk product on CDMA Program, thereby providing product parity with the iDEN PTT product offering on the CDMA network in order to support the customer retention objective (10M). Managed the 100 member geographically dispersed matrix organization.

Recognized with a promotion after minimizing delay due to late delivery of interdependent system components by outlining the critical path tasks and the risk mitigation plan, enabling test phase completion prior to market launch.

Allowed program trials to occur before Product Launch by developing a custom Web Portal solution so limited lab testing could occur in spite of vendor schedule delay.

Identified and resolved resource gaps, scope and timeline changes, while breaking out the various deliveries in two phases, improving timeliness of program trials.

Created and communicated a schedule recovery plan to customers and Executives that overcame impacts to network integration and test deliveries due to dependency resulting from development not being properly synchronized.

Earned an Excellence Award for leading the research and design effort for an implementation plan advocating the joint use of the Systems Engineering and Project Management disciplines as a way to reduce time to market, project implementation cost, and customer churn.

Built and led a team to create the Best in Class Change Management Process for Network Services, which was eventually accepted by Best in Class Steering Committee and its Governing Board.

Led the deployment effort ($1M) for an outsourced VoIP Trunking product for enterprise PBXs. Planned and executed the scope change effort with external vendors to mitigate schedule risk from a dependent project, thereby maintaining the 5 year revenue objective of $357M.

Led the effort ($811k) to broaden Sprint s VoIP portfolio with IP Telephony outsourcing in order to maintain its long distance base and simultaneously take advantage of local services offered with VoIP technology - resulting in additional 5 year revenue of $140 million with 120k subscribers while preventing loss of market position by procuring additional funding, creating an alternative design solution, and inventing a phased testing and deployment approach.

Sprint Corporation, Overland Park, KS 20042009

Maintained the schedule for the multi-vendor effort ($3.8M) to implement Sprint s Wireless Integration Platform capability (15% lower cost hosting of WI) for customers with less than 500 users by gaining additional funding to ensure timely vendor deliveries, creating a phased deployment strategy, negotiating a parallel test plan, and clarifying multiple project and vendor dependencies.

Led the effort ($400k) to design and deploy cost effective internal sales processes for installing and servicing a customized Voice over IP solution, thereby preventing customer churn by negating origination access charges, for a limited number of Wholesale Customers who needed relief prior to Sprint s deployment of new Voice over IP development.

Recovered the multi-vendor effort ($185k) designed to allow Sprint to offer Hosted Call Center services ($5M) to its Enterprise customers using a third party vendor s network after losing initial vendor by quickly gaining team consensus around new vendor design approach, test strategy, deliverables and timeline.

Gained funding support and led the multi-vendor team for the effort ($2.3M) to automate the order entry, provisioning and service assurance for select VoIP products such as Wireless Integration, improving the customer experience by providing a common experience on each user s desk phone and wireless handset.

Defined and implemented the critical path methodology for the MVNO (Cable) program by understanding detailed requirements and identifying synergies, predecessors and successors enabling the determination of critical path projects, tasks and issues.

Midwest Consulting Group, Inc

., Kansas City, MO 19982004

Senior Level PMO support for Sprint Corporation, leading the project management effort in support of the PeopleSoft Development Life Cycle (from Business Case to Production Implementation) 5 infrastructure implementations ($80M) between PeopleSoft 6.11 8.8.

Met customer expectations for 215,000 man-hour deployment of Enterprise web-based 5-tier architecture (including BAM database server), and platform migration/upgrade by leading vendor and Sprint teams through detailed critical path schedule and scope change management - 3 project teams/project managers; upgrade from PeopleSoft Budgets release 7.52 DB2/MVS ERP platform to PeopleSoft Budgets release 8.8 Oracle/Unix EPM platform.

Delivered enhanced functionality and web-based access for 65,000 end users by leading vendor and Sprint teams through detailed critical path schedule and scope change management during complex deployment (12 teams, $13M Enterprise effort) of new web-based 4-tier web-app architecture with 18,000 database tables sized at 1 terabyte - upgrade from PeopleSoft release 7.52/8.0 DB2/MVS ERP platform to PeopleSoft release 8.4 DB2/z/OS 1.2 platform.

Achieved $20M Net Present Value and 12 month payback financial objectives, with all required functionality, by leading vendor and Sprint teams through detailed critical path schedule and scope change management during complex deployment (12 teams, $16M Enterprise effort) of 500 GB database while managing through significant cultural difference between divisions - converting Sprint PCS Division from PeopleSoft release 7.50 Oracle/Unix ERP platform and integrate with Sprint IT Finance PeopleSoft release 7.52 DB2/MVS platform.

Achieved 18 month payback financial objective, with all required functionality, by leading vendor and Sprint teams through detailed critical path schedule and scope change management during complex deployment (10 teams, $19M Enterprise effort) of 300 GB database while reducing the user outage window from 14 days to 3 days - upgrade conversion from PeopleSoft release 6.11 to release 7.52 ERP platform.

Achieved 12 month payback financial objective by leading vendor and Sprint teams through detailed critical path schedule and scope change management during complex Enterprise wide deployment including network capacity expansions/upgrades and initial desktop deployment to 440 sites across the USA to 3,700 users - conversion from mainframe legacy financial systems to client/server technology (PeopleSoft release 6.11) ERP platform the largest deployment at the time of PeopleSoft front end with DB2/MVS back end.

Claritas, Inc

., San Diego, CA 19941998Assistant Vice President, Quality Assurance and Senior Project Lead for $39 million, 300 employee marketing data, software and consultative services provider delivering sophisticated geo-demographic site analysis, reporting and mapping capabilities to the retail, restaurant and real estate industries.

Re-organized internal manpower, recruited consulting expertise, streamlined the development process, and reduced scope to successfully fit market entry window for new product development project in multimillion-dollar start-up environment.

Identified $1.2 million operations process cost savings through design and facilitation of a key Total Quality Initiative.

Defined CMM Software Product Development Process Steps and Cross-Functional Core Teams including employee role definitions and measurable deliverables thereby increasing development speed and reducing development costs.

Advanced Performance Solutions, Inc

., Falls Church, VA 19931994Senior Consultant and Project Lead, Quality and Productivity Improvement consulting, training, marketing, project management.

Increased profitability by 60% through the elimination of non-value added operations time by re-engineering the Ordnance Receipt, Storage, and Issue Processes for the US Naval Sea Systems Command.

Gained a 5 year commitment to Re-Invent Government through TQM Process Deployment after training, facilitation, and consultation with Jefferson County (WA) Commissioners.

Alcoa Electronic Packaging, Inc

., San Diego, CA 19881992Senior Program Manager

for business start-up R&D project to manufacture ceramic interconnect packages to house computer integrated circuits; $250 million+ investment, 600 employees.

Led the cross-functional team effort during the research, development, and analysis for multimillion-dollar operating and budget plans focused on process control/capability and nonfinancial indicators for operations.

Minimized program cost by ensuring deployment of customer requirements throughout the development process. Maximized efficient use of man-hours by allocating program resources to critical operations.

Trained 30 machine operators. Within first six months, the team demonstrated skills at leadership, goal setting, performance evaluation, recognition, and discipline while increasing production efficiency, throughput, and yield.

Linear Corporation, Los Angeles and San Diego, CA 19801987Vice President, Administration and Senior Project Lead for $60 million, 900 employee, high growth, international R&D/manufacturer of short and long-range radio electronics/passive infrared residential and commercial security/access control and energy management systems, 5 staff.

Achieved $8 million profit improvement through the reduction and consolidation of product lines, operating divisions, and levels of management.

Attained $2 million annual cost savings by relocating manufacturing operations from Colorado to Hong Kong.

Procured $500,000 cost savings by minimizing capital expenditures for facilities through optimization of construction design on existing lot.

Dynamics, Inc

., Charlottesville, VA 19781980Vice President, Finance and Administration and Senior Project Lead for $5 million, 50 employee, direct sales/marketing and distribution firm with national independent dealer network offering radio electronics and passive infrared residential/commercial security and access control systems - 12 staff.

Managed a business turnaround project by utilizing customer driven, process oriented, and employee/stakeholder involved approaches; facilitated cash flow accommodations with customers and suppliers.

EDUCATION AND LEADERSHIP

BS,

Commerce, Concentrations: Accounting, Finance, and Management Information Systems

McIntire School of Commerce, University of Virginia,

Charlottesville, VA

PMP Certification, Project Management Institute

Director of Finance, Kansas City Chapter of Project Management Institute

Former Vice President PDD, Kansas City Chapter of Project Management

COMMUNITY INVOLVEMENT

Member, Rotary International, Lawrence, KS Chapter, 2009 Present

Member, Lawrence Technology Association, 2009 Present

SPECIALIZED TRAINING

Carnegie Mellon University, Capability Maturity Model for Software

Carnegie Mellon University, Capability Maturity Model for People

California Institute of Technology, Managing the Development Life Cycle

Learning Tree International, Object-Oriented Analysis and Design

University of California, Software Process Improvement

San Diego State University, Software Quality Assurance

University of North Texas,

Self-Managing Teams

Ronald T. Guerin, PMP Page 4 of 4

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