Robert Glass

Email: abqrhx@r.postjobfree.com

Address: **** *.****** **.**.307

City: Greenville

State: SC

Zip: 29601

Country: USA

Phone: 864-***-****

Skill Level: Management

Salary Range: $125,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Robert Q. Glass III Page

Robert (Bob) Q. Glass III

1001 S. Church Street #307 Greenville, SC 29601

Mobile: 864-***-**** * abqrhx@r.postjobfree.com

Information Systems Project Program Manager

Recognized for triage management as part of the Senior Management Team with high profile contracts consistently improving communications and implementing techniques to drive program goals to success. Proven leadership of technical and project teams with strong communication skills with all levels of management, technical subject matter experts, vendors, end users / customers, and offshore resources.

Areas of Expertise

Project Management * Program Management * Project Office Management

Software Design Development * Business Analysis * Training * Team Building Leadership

Requirement Identification * Technology Deployment * Team Management * Interviewing

Professional Experience

COMPUTER SCIENCES CORPORATION, Falls Church, VA 2000 2008, 2010 Present

Leading global consulting, systems integration and outsourcing company with $16.2B in revenues and 92,000 employees worldwide. CSC offers customers technologies and business models to efficiently improve the way they do business.

PMO Manager

Currently managing a Team of 18 Project Managers (PM)s in a telecommuting model, supporting a Project Management Office (PMO) in Albany, NY. Restructured a dysfunctional legacy organization. Implemented current industry best practice (ITIL PMI) methodology. Aligned with new CSC CEO Mandates in Corporate Reorganization.

As part of the Leadership Team at the Rensselaer Data Center (RDC), introduced several Organization Process Improvements to the Core Process already established, including implementation of a robust Architecture Review Board, Development of a Three Year Plan for the datacenter, an RDC Workshop hosted by the PMO to speed the adoption of best practice Project Management Methodology where it had never been in place, suggested a Leadership Strategy Planning summit that resulted in adoption of numerous continuous improvement actions (21) and establishment of focus group teams, with leaders and a schedule for next CI actons by them.

Upgraded the experience level of the PM Team, and made major improvement in performance on a portfolio of 45 projects supporting 10 accounts. Was nominated two years in a row for September ITIS Presidents Award for Process Improvement.

Awarded September 2011 ITIS Presidents Award. Member of the Leadership Team of Service Delivery Managers and Lines of Service Managers. Reformed and improved utilization of ITIL compliant Operational Readiness Reviews.

Presented the RDC Project Repository to the President of my Division and catalyzed the involvement of Service Delivery Management, Technical LOS Management in adopting new technology for managing ITIL based data, information, knowledge, and wisdom.

Managed the design and implementation of the RDC Project Repository, in the Corporate Enterprise Project Management Office (EPMO), a Sharepoint implementation supporting Corporate management of data globally. Transitioned all PMO artifacts and processes into the new environment, realizing tremendous productivity and quality and model maturity improvements.

Developed and led refinements to the Portfolio Management Tool (Pulse Check) which automates the summarization of Weekly Project Status into measurable, PMO Portfolio Management views for Trending and Team Performance monitoring.

Established the PMO Project Portfolio Resource Forecasting by using the EPMO Project Server Instance to contain and manage 30 plus Project Plans in an environment that allows integrated Scope, Schedule, and Budget management. .

Senior Manager, Program Director

Managed North American internal and customer projects for the Global Infrastructure Services (GIS) Division. Performed triage management for high profile programs and projects considered to be the most difficult in the portfolio. Interviewed, hired, and mentored up to 45 project managers.

Key Accomplishments

Turned around a troubled major account contracted for over $390M in services by using the Corporate Automated System for monitoring and improving service delivery resulting in increased customer confidence in the account management team and avoided a potential non-performance contract issue. The first CSC account to use this process.

Transformed a $100M internal audit project that was behind schedule with contentious team members by augmenting staff to meet schedule and developing innovative validation processes.

Resolved architecture issues causing crippling network outages by implementing redundancy and hardening techniques that solved the reliability and security issues preventing customer loss, restoring customer satisfaction, and bolstering executive confidence.

Saved a Federal agency modernization project valued at $3B from further slippages and possible collapse by instituting communication between factions within the team to resolve issues, conducting incident reviews, and driving implementation of solutions.

Stepped into a major datacenter migration of five mainframe computers for a Fortune 50 global company after delays caused a $5M penalty to CSC. Led a team that effectively decoupled and moved the mainframes without incident to a hardened CSC facility, which allowed the $140M project to move forward successfully.

Initiated PMP Certification Program Fast Track for Senior PMs allowing 20 PMs to be certified in one week rather than one year with a cost avoidance savings of $500K to $1M.

AMERICAN COMPUTER SOLUTIONS (ACS), LLC, Long Beach, MS 1999

Focused on analysis and remediation of large software systems for Year 2000 compliance.

Consultant / Owner

Led marketing, sales, contract placement, management, and consulting working with corporate executives, managers, and technical leads.

Key Accomplishments

Eliminated potential manufacturing and billing expenses by remediating archaic systems with over a million lines of code for Y2K compliance. Major customer was a distributed corporate holding company with multiple locations and diverse manufacturing environments.

Avoided penalties for the client by reporting compliance metrics promptly to CFO for SEC reporting.

Education

PMP Certification Prep Course Certificate, December 2012

ITIL V3 Foundation, Six Sigma Greenbelt, Achieved the PMP Certification in 2006

PMI Member, Former PMP in 2005. (currently expired)

MS, Computer Science Applied Mathematics, Washington University, St. Louis, MO

Bachelor of Science in Mathematics, Furman University, Greenville, SC

Other Information

Honorable Discharge from U.S. Navy Reserves as Lieutenant

Proficient with MS Word, Outlook, Excel, PowerPoint, Access and MS Project

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