Project Manager Management

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STEVE VANARSDALE

PROJECT MANAGEMENT PROFESSIONAL

Mount Prospect, IL 60056 m: 847-***-****

United States

*****@**********.***

Summary

Project Manager Program Manager - Project process specialist AUDITOR for Return on

Investment

A triple-benefit professional

CPA, defining business and financial objectives with audit requirements to ensure return on

investment.

CISA, certified IS Auditor performing audits, publishing Findings, and delivering audit

Recommendations.

PMP certified Project Management Professional, experienced in transforming Recommendations to

Results.

Steve is a true Project Management Professional certified by the ANSI Project Management Institute.

He excels as project manager, IS auditor, program director, and mentor to project teams. During the

past few years I ve watched Steve cut costs, improve revenues, and organize complex international

projects for market research company Synovate, and at software leader Computer Associates." --

Perry Borgert, Global HR at EMC, June 2008

Experienced in delivering bottom-line results with PMI PMBoK and CISA COBIT best practices, in IT,

insurance, manufacturing, banking, retail, software, services, public utilities, healthcare, education, and

federal government projects, working in teams with with Anderson/Accenture, McKinsey & Co, Unisys,

and Booz Allen Hamilton.

Key Personal Qualities Wins cooperation at all levels. Highly articulate. Creative. Decisive.

Diplomatic. Listens well. Broad administrative skills. Grasps technical matters quickly. Meets

demanding objectives. Logical. Precise thinker. Resourceful. Skilled at government affairs. Strong

verbal communicator. Performs daily to deadlines and budgets.

Project Management Career Summary

Synovate Inc, Division of Aegis PLC UK, June 2007-Sept.2008 1 year 2 months

Global PMO Director and IS Auditor, Synovate Inc. Responsible executive for enterprise project

governance.

1.Audit and mentoring oversight of managers on strategic project teams for internal and external

project processes. 2.Developed and conducting international project management workshops in ten

countries for 260 project leaders. 3.Establishing formal Scope Change Control and Earned Value

project progress reporting to program managers. 4.Develop and deploy cost control advanced project

metrics, leading the Quality Audit initiative toward a goal of the Ten Best Practices for Enterprise

Earned Value project cost controls; invented the Six Answers and established a global Audit

Programme in use on multi-national IS data base projects with budgets that exceed $4million USD.

Travel internationally to 100% on a monthly basis for workshops, project audits, mentoring and project

rescue work.

CA Computer Associates, June 2005-Aug.2007 2 years 1 month Midwest project management

consultant.

PMO Director and auditor, CA Tech Services and the Clarity Division. Five major responsibilities,

including: project practices oversight and governance, project manager training, Client project launch,

audit management, and process re-engineering in Centers of Excellence. Appointed as Clarity

Enterprise Project Manager to personally lead projects implementing advanced portfolio

management software at Fortune 1000 Clients including Motorola, Affinia, Verizon, and the state

government in Kentucky.

VanArsdale & Associates, Feb 1987-Present

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PMO Mentor and Primavera Team Lead, IMS, Inc. and Unisys, 2004-2005. Contracted to Federal

Government Senior PMO responsibility and team lead for Primavera and implementing the OPM3 on a

federally-funded nation-wide software design, implementation, and deployment project with federal

security clearance. Trained the federal government VHA software infrastructure upgrade project as

Primavera Cost Manager, with certified project management with advanced Earned Value techniques

and over 4,500 hours management experience.

Project Management Consultant IBM Data Management Group-U2 Solutions. 2002-2003. Major

projects: Application deployment project planning for Marriott in Florida and for Dana Auto Parts MRP

in Indiana.

Senior Project Manager, 1990-Present: Secured assignments 23 states and three countries. Major

clients included: Sears Roebuck, Arthur Andersen, IBM, University of Chicago, and QVC Network. Ten

years of contract work with TetraPak Lavel, on interfaces for Oracle BI, SAP, and legacy ERP,

including MRP interface project manager for the $700M global SAP manufacturing deployment, and

supply-chain ERP business intelligence data warehousing and web-based customer reporting.. Five

years experience as project auditor and analyst on advanced measurement and reporting tools,

including a recent paper on Triple Constraint Earned Value published by the Project Management

Institute IS-SIG Journal..

Prior:

Project Management Consultant, 2003-2005 PM Solutions Inc.

Vice President, Global Professional Services, 2000-2001 TigerLogic XML / Pick Systems

CIO and VP for Business Development, 1990-1993 Nuon, AG / Utilities, Inc.

PMO Manager and Senior Consultant, 1980-1990 Ten years at Allstate Insurance Company

Selected Project Management Accomplishments: 2000 -

Present

Audit and process re-engineering for a multi-million dollar hospital healthcare system.

Engagement for an IS audit and controls assessment led to the design of an innovative interface

from the hospital managed care insurance billing system to state-of-the-art financial accountability with

COTS software at a zero increase in software and personnel costs, and an overall cost reduction

in accounting labor hours for monthly statements and bank reconciliations.

Reengineer insurance operations processes 50% and saved $50M annually with increased

efficiencies. Insurance company was top heavy with decentralized authority in 23 autonomous

regional offices. Partnered on a team managed by Booz Allen Hamilton to study the movement of

money and services nationwide. Re-organized operation around four national offices with cash

processing centers close to federal reserve and postal hubs. Delivered a 25% savings in operating

costs and reduced cash flow latency time by over 50% coast to coast USA.

Created PMI Work Breakdown Structures to rescue bank client s $300M project, saving $4M per

month. Client with multi-million dollar quality program project was stumped by the inconsistent results

of complex financial and IT projects. Worked with the CFO of the IT department. Developed a fix

within Six Sigma guidelines that included a generic work breakdown structure providing a common

framework and financial milestone structure for all projects. Success led to follow-on assignment to

benchmark the client s projects against the rest of the industry.

Cut cost to build client data warehouse 50% and costs to operate 90% by reengineering the ETL

processes. A major data warehouse project was stalled between four project organizations all

attempting to extract, transform and load the data. Led a team to work in the white spaces of the

organization chart to abandon traditional matrix management batch processes and replace with a real-

time process that updates Oracle data warehouse daily. Process has run non-stop and unattended for

four years, generating unparalleled savings for Operations.

Reengineered complex project to keep on schedule and deliver estimated savings of $20M . A

Client wished to deploy a major accounting system that failed twice before. Led a team of PMP to

create project scheduling and cost models that allowed project directors to detect schedule slippage

before deployment, even in design phases. Helped Identify and repair a major design flaw to keep

project on schedule for successful rollout to 140 locations. Appointed Unisys Primavera team lead

responsible for producing Earned Value reports for US Congress.

Doubled client s professional services revenues and established a new global profit center . A

struggling client company with a unique product that few customers understood. Revised project

practices of the tech support group. Established showcase projects in the UK, France, South Africa,

and the USA; doubled services revenues.

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Saved $750K by building a system rather than buying. Client s inability to capture and consolidate

financial data in a timely manner left it open to wide-spread regulatory exposure. Created and

managed a team to design and implant, rather than buy, a nationwide multi-drop T1 network. Led team

in building of an innovative real-time accounts receivable / general ledger system that consolidated 200

separate corporations monthly. Saved thousands annually while concurrently managed acquisition of

three additional water utility companies for the firm.

Recovered over $1M in administrative expenses for lost projects in the first four years. A leading

international firm with a powerful IT operation knew very little about how IT operated or what it was

doing. Led a team of intellectuals and experienced managers to develop a project management

information system and impose a structured project methodology. Established the first PMO which

administered 12,000 support and development projects annually, utilizing a mini-computer and a staff

of ten. / Established pro-active Risk Management standards.

Established a PMO providing new Standards, resulting in renewal of Client satisfaction . Client IT

department had a poor delivery record and an unfavorable reputation with end-users. As Global PMO

and as project manager and mentor established a PMO and to provide oversight of project managers

world-wide. Leadership resulted in the first project in five years being completed in which an IT project

manager was personally thanked by the Director of an end-user department, with large-scale global

project success to produce a 20.5% ROI on PMO in the first year.

Education and Training

Software Experience: SAP FI/CO/BI/BASIS/ASAP, JD Edwards PeopleSoft financials, Oracle, SQL

Server, Clarity, Primavera, MS Project Server EPM, DB2, Informix, IBM U2 and D3 Tiger Logic, NT

and Windows, AIX, Topix, UNIX, DG-UX; HP-UX, OSx, Oracle,

Languages:

SQL, HTML, XML, ABAP/4, Unix / Linux Scripting, Pascal - Familiar with Java, C+, Assembler

Technical Project Experience: Data Base Modeling and Architecture. Project Planning and budgeting.

Project Portfolio Management. Financial Economic Evaluations of Hardware and Software; Six Sigma

Certifications

PMP - Project Management Professional (ANSI Project Management Institute)

Jun 2008 - Jan 2012

The premier global credential for the project management industry, awarded to less than ten percent of

the professionals engaged in project management world-wide.

CISA Certified Information Systems Auditor Sep 2008 - Jan 2012

(ISACA - Information Systems Audit and Control Association)

The American National Standards Institute (ANSI) accreditation for the profession of information

systems auditing.

CPA - Certified Public Accountant Has no expiration

(AICPA - American Institute of Certified Public Accountants)

The senior certification for the practice of public accountancy, achieved by Steve VanArsdale in Ohio

and in Illinois.

CDP - Certified Data Processor (ICCP - Institute for Certification of Computer Professionals)

Has no expiration

The professional designation of the ICCP Institute for Certification of Computer Professionals for data

processing operations management.

CCP - Certificed Computer Professional Has no expiration

(ICCP - Institute for Certification of Computer Professionals)

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The professional designation of the ICCP Institute for Certification of Computer Professionals for

computer technology and computer programming professionalism.

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