Project Manager Management
Resume:
Sal Ginexi
Hopewell Junction, NY 12533
Email: ***@********-***********.*** Phone: 845-***-****
Background
Project Manager with over 30 years of experience with a PeopleSoft Technical V8.x certification. Wide array of
experience in the development, and management and support of information systems. Extensive expertise as a Project
Manager for teams of up to 50 people as well as a strong understanding of PeopleSoft HCM and Financial Modules
along with PeopleSoft Internet Architecture. The projects include the implementation and upgrade of PeopleSoft
Financials and HCM V7.5, 8.x and 9.1. Additionally, experience in upgrading the ADP product suite from CSS HRizon
to Enterprise V2/3/4.
Relevant Work Experience
Leverage Enterprises LLC Dec/10-Present: Project Management Consulting Services.
Covidien April/12-January/13: Health Care Spend, with over 41,000 employees.
Sr. Project Manager over the implementation of the provisions of the Patient Protection and Affordable Care
Act which is requiring medical device manufacturers to track and report certain payments and gifts to
physicians and teaching hospitals. The intent of the law is to provide transparency on the potential
monetary influence on Healthcare Professionals’ (HCPs) decisions by medical device manufacturers.
Currently five states (Minnesota, West Virginia, Vermont, California and Massachusetts) and the District of
Columbia have enforced similar laws.
Covidien June/11-Mar/12: PeopleSoft HCM/CRM, with over 41,000 employees.
Technical Project Manager over the implementation of additional PeopleSoft HCM 9.1 modules, the additions included
Recruiting, Compensation, Performance Management and Succession Planning. Duties included but not limited to
managing the technical resources to deliver solutions to defects and the development of customizations to the additional
modules as well as production support. In addition the managing of a PeopleTools upgrade from 8.51 to 8.52 to take
advantage of Global Search and Forms development.
North Shore Long Island Jewish Health System Dec/10-May/11: PeopleSoft HCM/Financial/Supply Chain
Hospital Conversion; Hospital; 8,000+ employees.
Project Manager over the conversion of Lenox Hill Hospital from Lawson to PeopleSoft HCM v8.9 & Financials &
Supply Chain v9.0. North Shore is acquiring other hospitals and requires the Human Capital Management, Financials
and Supply Chain applications be converted to their system of record PeopleSoft. Lenox Hill Hospital is the first to
develop and follow a re-useable method by which newly acquired hospitals will follow to get their hospital them live on
PeopleSoft as quickly as possible.
RCM Technologies Inc. May/04-Oct/10: Project Management Consulting Services.
Windham School District Apr/09-Oct/10: PeopleSoft V9.0 HCM/Financials Implementation; State School;
1,800+ employees.
Project Manager over the implementation of PeopleSoft HCM and Financials version 9.0 for the Windham School
District in Huntsville Texas. WSD provides education for the prisoners throughout the entire state of Texas. WSD was
utilizing Texas Department of Criminal Justice’s systems. In an effort to provide independence from TDCJ, Windham
purchased HCM and Financial systems from Oracle/PeopleSoft. As Project Manager of this implementation I managed
the implementation within two phases. PeopleSoft HCM version 9.0 was the first to go live on December 1, 2009. The
second phase is PeopleSoft Financials version 9.0 with a start date of January 2010 and a go live date of October 1,
2010. Lead three consultants to a successful phase one implementation and currently leading four consultants through
the second phase.
Hackensack University Medical Center Mar/08-Dec/08: PeopleSoft V9.0 Financial Upgrade; Hospital; 8,000+
employees.
Project Manager over the upgrade of PeopleSoft Financials from version 8.4 to 9.0. Since leading two successful
projects at the hospital the client insisted I return to lead the PeopleSoft Financial Upgrade. Led three consultants and
ten client resources towards a successful upgrade which went live during the early fourth quarter 2008.
Hackensack University Medical Center Nov/07-Dec/07: PeopleSoft V8.8 SP1 Payroll Implementation;
Hospital; 8,000+ employees.
Project Manager over the implementation of PeopleSoft Payroll version 8.8 SP1. Since leading a successful
implementation of their Base Benefits system the client had requested I return to lead the implementation of their
PeopleSoft Payroll system. Led three consultants and six client resources towards a successful implementation at
yearend 2007.
San Mateo County Transit District Feb/07-Nov/07: PeopleSoft V8.8 SP1 HRMS Reorganization.
Project Manager over a lab base upgrade of San Mateo County Transit District’s (Samtrans) PeopleSoft HRMS/Payroll
from version 8.0 SP1 to version 8.9. With a lab base upgrade we take a copy of the client’s database and send it to our
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lab in Teaneck NJ. Once in Teaneck we have our technical upgrade specialist perform the required upgrade steps against
the client’s database converting the data from version 8.0 to 8.9. As Project Manager I had to manage the efforts at the
lab in Teaneck New Jersey as well as be onsite in San Mateo County California. While the technical effort was being
performed in the lab I managed two functional resources (HR & Payroll) onsite who were performing the fit gap and
preparing for the arrival of the upgraded database. This project went live in November 2007.
Thomson/Hewitt Oct/06-Jan/07: PeopleSoft V8.8 SP1 HRMS Reorganization.
Project Manager over the reorganization of Thomson’s strategic business units. Thomson had decided to sell their
Learning division and was given two months to reorganize their HRMS system (currently being outsourced to Hewitt
Associates LLC) from a business structure comprising of strategic business units to a standard business unit structure.
Hewitt hired me to perform as Project Manager to oversee the changes and to make sure Hewitt met their deadline of
January 1, 2007. Led the reorganization effort towards a successful change within the two months allotted, and the
client went live without any issues.
Hackensack University Medical Center Oct/05-Aug/06: PeopleSoft V8.8 SP1 Base Benefits Implementation;
Hospital; 6,000 employees.
Project Manager over the implementation of PeopleSoft Base Benefits version 8.8 SP1. Client had been unsuccessful
with this implementation with two previous consulting companies. Led the implementation towards a successful
implementation within four months, managing a team of 3 consulting resources and 6 client resources.
MBH Solutions Upgrade Lab Jul/04-Sep/05: ADP Enterprise V3& V4 as well as PeopleSoft V8.0 & V8.8 SP1;
Consulting Services; internal project. Project Manager for the development and overall management of the MBH out-
sourcing upgrade lab. The lab brings the client’s production HRMS payroll information in-house, converts the data to
the latest Web base version and installs the upgrade at the client site or at ADP’s Hosting Center. Additional customers
to the lab were:
Middlesex County: ADP Upgrade from HRizon V9 to Enterprise V4; County.
Saint Clare’s Health System: PeopleSoft Upgrade from Version 8.0 to 8.8SP1; Healthcare.
Forbes Family Holdings, Inc.: ADP Upgrade from HRizon V9 to Hosting Enterprise V4.
Volunteers of America: ADP Upgrade from Enterprise V2 to Hosting Enterprise V4.
Visiting Nurses Association of Boston: ADP Enterprise V3; Healthcare; 17,000 annual patients
Centennial Communications: ADP EV3; Cellular Phone Company with offices within the United States and
Puerto Rico; 4,500 employees
General Electric Storage May/04-Jul/04: ADP Enterprise V3 and PeopleSoft HRMS V7.5; Financial
Services/Real Estate; 5,000 employees, 5 separate companies, four unions.
GE converted from PeopleSoft HRMS to ADP Enterprise V3. Provided conversion support for payroll data during the
final stages of this large effort.
Maximus Jul/03-May/04: Project Management Consulting Services.
City of Kansas City Mar/04-May/04: PeopleSoft HRMS & Financials V8.8; Public Sector; 12,500 employees
Technical Manager for the City of Kansas City on a PeopleSoft V8.8 fixed bid HRMS implementation and for the
reporting team for both HRMS and Financials. The project team included 12 functional and technical resources.
Originally the city was responsible for all reports for the HRMS and Financial implementation. After months of effort
not one report was produced. Within four weeks of taking over the report manager role of four city technical employees
and two consultants, twenty three reports were produced. While managing the reporting team I also managed the
technical effort for the HRMS implementation. This included conversions, interfaces and customizations.
State of North Dakota Higher Education System Jul/03-Feb/04: PeopleSoft HRMS & Financials V8.4;
Higher Education; 2,500 employees.
Project Manager for a V8.x fixed bid HRMS and Financial implementation for the Higher Education System of North
Dakota. The project team included 20 HRMS and 30 Financial resources, both technical and functional. Along with the
usual financial modules, Higher Ed was also implementing Projects and Grants. Coordinated the implementation of
HRMS and Financials with the State of North Dakota that was implementing HRMS and Financials for their state
agencies on a shared database. Coordinated with Student Financials implementation being conducted at a different
location on a different server with a similar go live date. Led the project team on the implementation of PeopleSoft
patches, required for go live. Coordinated meetings between HRMS and Financial leads to discuss solutions to issues
that affect the transfer of data between both systems.
AnswerThink Inc. Jul/99-Dec/02: Project Management Consulting Services.
Waste Management May/02-Dec/02: PeopleSoft HRMS V8.3; Waste Collection; 50,000 employees.
Project Manager for a 7.5 to 8.3 Human Resources upgrade as well as upgrading Kronos from V3.2 to 3.4.
Worked closely with functional and technical resources to ensure that previous functionality was not lost
during the upgrade. Led project team of 10 resources on the upgrade of PeopleSoft HRMS from V7.5 to
8.3. The project management upgrade methodology was the Catalyst Methodology. Everyone used the
Catalyst Methodology throughout the entire upgrade. Performed an assessment of the effort needed to
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upgrade PeopleSoft HRMS from V7.5 to 8.3. Assessment was approved and upgrade commencement
followed immediately.
Waste Management May/00-May/02: PeopleSoft HRMS V7.5; Waste Collection; 50,000 employees.
Technical Manager overseeing the implementation of HRMS V7.5 into California, Puerto Rico and Canada. Led the
team that included 30-40 developers and an additional 20 client resources. Led the design and testing of the conversion
files and interfaces for the conversion from ADP to PeopleSoft, completing project without issues. Led the team on the
design and implementation of an interface from PeopleSoft to ADP for check printing capabilities within Canada. Led
team to identify pay structures throughout Canada and Puerto Rico, identifying over 100 structures and fully utilizing
within PeopleSoft. Redesigned the conversion programs so that the total execution time was cut in half. Managed the
team writing conversions and interfaces for outside venders as well as PeopleSoft HRMS V7.5 utilizing tables instead of
hard coding logic. Worked alongside the testing team during the testing of the converted data into PeopleSoft.
Philadelphia Electric Company Jul/99-Aug/00: PeopleSoft Financials V7.5; Utilities; 10,000 employees.
Technical Conversion Lead for the implementation of PeopleSoft Financials V7.5 for a major utility company.
The team consisted of 19 technical and functional resources. The project included General Ledger, Project
Costing and Asset Management. The General Ledger data was converted from a mainframe system
written by GEAC while the other two modules came from internal designs. Managed the conversion effort
for all three modules and reported the status to upper management weekly. Wrote a COBOL DB2 program
to extract the legacy Project Costing information in a format that would be suitable for uploading into
PeopleSoft Project Costing. Changed the utilities chart of accounts from a Federal Energy Regulatory
Commission (FERC) coding structure to a GAAP accounting structure. All FERC reporting came from the
Project Costing module utilizing fields that were initialized through the conversion programs.
Hachette Filipacchi Magazines Sep/86-Apr/99: PeopleSoft Financials V7.5; Publishing; 2,500 employees.
Project Manager for the implementation of PeopleSoft Financials V7.5. The project team included seven technical
resources. The project included General Ledger, Accounts Payable, Asset Management, Travel & Expenses and
Accounts Receivable. Due to contracts with legacy systems expiring all five modules had to go live within six months
from start to finish. Converted and implemented PeopleSoft Accounts Payable and Travel & Expense modules while
managing the implementation of the remaining modules. Customized the Travel & Expense module to deactivate the
individual data entry feature delivered with the PeopleSoft Travel & Expense module and implement a centralize
methodology.
As the Manager of Information Technology, I was given the duty to find a replacement for the legacy mainframe
financial systems. This included General Ledger, Accounts Payable, Asset Management, Travel & Expenses and
Accounts Receivable. He reviewed over five different client server systems before making the recommendation to
purchase PeopleSoft Financials. Demonstrated to upper management that by eliminating the outsourcing mainframe and
purchasing a client server system the company would save over one million dollars a year. In order to keep the cost of
technical support down it was necessary to perform occasional upgrades to GEAC and Neasi Webber. He led the team
on all upgrades. First contact for all issues with either the financials or advertising billing system.
Experience Summary
Roles: Project Manager; Manager of Information Technology; Technical Manager; Technical
Conversion Lead
Applications: PeopleSoft V7.5 – 9.1: Payroll, Human Resources, Benefits, Accounts Payable, General
Ledger, Asset Management, Accounts Receivable, Purchasing, Inventory, Cash Management,
Commitment Control; ADP Enterprise V3, 4; HRizon V9
Technical Skills: PeopleTools, PeopleCode, Integration Tools, SQR, Query, Crystal Reports, Data
Management, COBOL, MVS TSO
Project Management: Quality assurance, scope management, project team management, task management
Business Analysis: Process mapping, fit/gap analysis, workflow analysis, functional requirements definition,
process re-engineering
Upgrade: New functionality review, customization review, upgrade testing, post production support
General Implementation: Process analysis and design specification, conversion strategy design and execution,
system testing strategy generation and execution, standards and procedures development,
knowledge transfer, post-implementation support
Education and Training
PeopleTools I & II 7.5 & 8.12 Delta, PeopleCode 7.5 & 8.1 Delta, Integration Tools 8.12, SQR, Query Basic &
Advanced, Crystal Reports Basic & Advanced, Data Management, Accounts Payable I & II, General Ledger I, Asset
Management
PeopleSoft Technical V8 Certification
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A.A.S., Data Processing, Manhattan Community College, New York, NY
Pursuing B.A. Professional Studies, PACE University, Pleasantville, NY
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