Home Address:

**** ********** ***

Fredericksburg, VA 22408-1823

Tel (Office): 540-***-****

Tel (Mobile): 540-***-****

Email: ac04hi@r.postjobfree.com

Joseph E. Kwiatkowski, PMP

Highly experienced IT Program/Project Management Professional with a record of developing and supporting successful high ROI IS / IT projects and solutions incorporating a wide range of applications and technologies. Consistently recognized by executive management and called upon to improve organizational effectiveness and efficiency through leadership that aligns the business processes and IT infrastructure to realize cost savings, accelerate performance, and sustain strategic flexibility.

A builder of high-performance teams both near shore and off-shore and a natural team leader and mentor who excels in dynamic, demanding environments, while remaining pragmatic and focused. Results-oriented, decisive leader with proven success in analytical thinking and possessing crisis-management skills utilized in driving profitable and cost -effective collaboration between IT and critical business functions.

Proven executive skills utilized in directing Globally the efforts of project managers, as well as cross-functional teams and external cross-discipline resources. An expert in the construction, commissioning, and validation of multiple projects, consistently delivered on time and on budget.

Technically savvy with experience in developing leading-edge technology solutions. Proven project management skills utilized in driving profitable and cost-effective collaboration between IT and business units. Experience providing solutions for a wide array of industries, including healthcare, telecommunications, financial, automotive, and government (Past Security Clearance – TS-SCI).

Accountable - Ability to demonstrate ownership, both individual and shared, to achieve results

Collaborative - Ability to work beyond boundaries in a team environment

Intelligent Risk Taking - Ability to think out of the box and take decisions with adequate data

Self-Starter - Strong bias for action and sense of urgency

Agile Learner - Ability to apply learning in multiple contexts or new conditions

Communication - Strong verbal/written communication skills

Leadership - Ability to motivate and influence others to achieve results

Customer Focused - View proposals and solutions through the eyes of the customer and Customer focused with strong interpersonal skills that will enable relationships

Integrity - High integrity team player who has a record of winning the confidence and trust of colleagues

Analytical - Detail oriented, with strong analytical, organizational and decision-making skills

Solutions Focused - Proactive with a continuous improvement mindset to challenges

Change Agent - Ability to recognize opportunities and drive changes to achieve higher results

Tolerance for Ambiguity - Confidence in the face of adversity and an ability to work through uncertainty

Multi-tasking - Ability to handle multiple competing priorities and effectively manage deadlines

Oct 2015 – Present

Client: CSC GIS Global Service Management 2.0 program

Location: Virginia

Role: Program/Project Manager, Offering Management

Duties and Responsibilities:

CSC Service Management Workstream lead project manager to implement the New Enterprise Service Management direction and the related tools associated for CSC. Charged with working with the product owners and developing the offerings for delivery to the accounts and deployment teams globally. My duties on the program were the support all of the additional Workstreams and delivery within my program workstream in the following:

Project Management - Lead execution of ServiceNow projects by managing budget, project scope, tasks, goals, deliverables, resources and timelines in accordance with the Delivery Methodology and tools

Budget & Resource Planning - Develop and manage project plans, resources and budget using Delivery Methodology tools

Requirements Specification - Collaborate with process partners and product owners to clearly define the required landscape specifications and resource requirements needed to deliver the project objective(s)

Cross Functional Collaboration - Maintain a critical communication channel with all stakeholders and teams that needed to deliver products foe successful completion of the program within the various workstreams.

Validation Testing - Ensure a thorough testing plan to include all components of the products meet specifications and maintain integrity.

Risk Management - Record, mitigate, and escalate risks that pose potential to impact the program timelines.

Process Documentation - Ensure internal processes, procedures, tools and infrastructure are well documented, maintained with accuracy, and Ensure testing results are documented in the appropriate tools.

Governance - Lead the Delivery Methodology governance and oversight activities including project tollgates and other reviews as necessary; Constantly monitor and report on progress of the project to all stakeholders

Requirements gathering - Translated functional requirements into technical requirements

Build relationships - Be a customer advocate ensuring that processes make Offerings Management a partner to the business unit

Training & Communication - Work with the Subject Matter Experts, Vertical Leads, and any strategic or other 3rd party vendors to create and manage the change management, communication and training plans

Incident Analysis - To regularly review performance and trends and facilitate mitigation of incidents of all types and to provide recommendations for service improvement during the project life cycle

Metrics Reporting - Ensure appropriate reporting on key service performance and quality metrics are established

Jan 2014 – Oct 2015

Client: CSC GIS Global Service Management 2.0 program

Location: Virginia

Role: Project Manager, Service Request offering

Duties and Responsibilities:

I am assigned as the Service request Workstream lead project manager to help implement the service request offering for service management 2.0 offering. Service Request management was charged with developing the offing for delivery internally and externally to customers the following parts ServiceNow offerings: Service Catalogue 2.0, IT Self Service Portal 2.0, Service Request Consulting Service, and a Proposal Factory. My duties on the service request Workstream include being responsible for project execution, visibility and predictability of the service management deliverable. Create and own a complex Workstream project definition, schedule, budget, and set of objectives as one of the complex workstreams in the effort. I am charged with effective communication of Workstream expectations to offering sponsors, team members and stakeholders in a timely and clear fashion. Estimating the resources and personnel needed to achieve Workstream goals. Determine and assess need for additional staff and/or consultants. Negotiate with other corporate managers for the acquisition of required personnel from within CSC. Provide effective leadership and guidance CSC resources assigned to the service management project. Adhere to corporate mandated standards and methodologies such as catalyst, ITIL v3, CMMI, PMI, and Industry Best Practices. Maintain program/project detailed status on milestones with associated communications documents and provide summary reports to executive sponsors, stakeholder management and team constituency. Deliver on project deadlines within budgetary constraints while meeting quality goals. Lastly determine the need for and impact of changes in scope to the project and make and implement recommendations based on determinations.

Mar 2013 – Jan 2014

Client: CSC GIS Remedy Global Single Pane of Glass (SPOG) program

Location: Virginia

Role: Workstream Program Manager,

Duties and Responsibilities:

Was assigned the Global Program lead for Architecture, Infrastructure and Deployment Workstreams of the SPoG Global effort in a compressed timeline developing out a standard method of delivering the releases in a more streamlined and repeatable process. Developed out the Objectives, Requirements, Program Definition Document, Communications plan, Schedule, budget, and resource plans in support of the efforts. In addition to the original effort on Unix; scope was changed mid-Stream to re-platform to the effort to a Microsoft operating system platform in the last month of development of the solution. Expectation was to still deliver on/in record time (within 2 months) and from a hardware based install to a cloud based install (first ever for CSC internal). The team completed the task within the guidelines provided with exceptional results..

Project execution, visibility and predictability were reported every week to ensure on time delivery. Created and owned complex workstreams definitions, schedules, budgets, and set of objectives as part of the highly complex program. There were 7 workstreams in the program that had to deliver in a very complicated timing to ensure success. Effective communicate of workstream expectations to team members and stakeholders was necessary and completed. Provide effective leadership and guidance to the assigned CSC in each Workstream. Workstreams adhered to corporate mandated standards and methodologies such as ITIL v3, CMMI, PMI, and Industry Best Practices. Maintained program/workstream detailed status on milestones with associated communications documents and provide summary reports to executive sponsors, management and team constituency. Deliver on project deadlines within budgetary constraints while meeting quality goals. Lastly determine the need for and impact of changes in scope to the project and make and implement recommendations based on determinations.

June 2012 – Mar 2013

Client: CSC GIS Remedy 8.1 Global upgrade

Location: USA - Virginia, India - Pune

Role: Program Manager,

Duties and Responsibilities:

Was assigned the Global Program lead for the upgrade effort to bring the software package to the newest level released and do so in a compressed timeline developing out a standard method of delivering the releases in a more streamlined and repeatable process. Developed out the Charter, Objectives, Requirements, Program Definition Document, Communications plan, Schedule with WBS, Program budget, high level resource plan and Workstream assignment of responsibilities.

Effectively communicated project expectations to team members and stakeholders in a timely and clear fashion. Estimate the resources and personnel needed to achieve program goals. Determine and assess need for additional staff and/or consultants. Negotiate with other corporate managers for the acquisition of required personnel from within CSC. Ensured that program adhered to corporate mandated standards and methodologies such as catalyst, ITIL v3, CMMI, PMI, and Industry Best Practices. Maintain program detailed status on milestones with associated communications documents and provide summary reports to Executive sponsors, sponsor management and team constituency. Deliver on program deadlines within budgetary constraints while meeting quality goals. Determined the need for and impact of changes in scope to the program and made, implement recommendations to the program based on determinations.

Relocated to Pune, India (6 Months) to work with partners and vendor (BMC) developers to ensure a smooth working relationship for the program. Restructured partner teams to fit the new delivery method, engaged CSC and partner resources at key points to provide a better communication path for the program. Meet with the Vendor chief designer of the application upgrade to understand the new release and its impact to the way CSC does business. Setup communications paths to CSC from vendor to CSC to ensure proper escalation paths and education of the new release.

March 2012 – June 2012

Client: Project Juno

Location: EMEA

Role: Project Manager, Global Infrastructure

Duties and Responsibilities:

On the Juno transition project, I was responsible for project execution, visibility and predictability of the Juno Infrastructure deliverable. Created and owned a complex project definition, schedule, budget, and set of objectives as one of the highly complex multiple set of projects in its transition. Communicate project expectations to team members and stakeholders in a timely and clear fashion. Estimated the resources and personnel needed to achieve project goals. Determine and assess need for additional staff and/or consultants. Negotiate with other corporate managers for the acquisition of required personnel from within CSC. Provide effective leadership and guidance to CSC resources assigned to the project. Adhere to customer and corporate mandated standards and methodologies such as ITIL v3, CMMI, PMI, and Industry Best Practices. Maintained program/project detailed status on milestones with associated communications documents and provide summary reports to customers, management and team constituency. Deliver on project deadlines within budgetary constraints while meeting quality goals. Lastly determined the need for and impact of changes in scope to the project and make and implement recommendations based on determinations.

October 2011 – March 2012

Client: General Dynamics C4 Systems

Location: Scottsdale AZ

Role: Transition Project Manager, Service Management (Policy, Process, Procedures)

Duties and Responsibilities:

On the GDC4S transition project responsible for project execution, visibility and predictability of the service management deliverable. Created and owned a complex project definition, schedule, budget, and set of objectives as one of the highly complex multiple GDC4S projects in its transition. Effectively communicate project expectations to team members and stakeholders in a timely and clear fashion. Estimate the resources and personnel needed to achieve project goals. Determine and assess need for additional staff and/or consultants. Negotiate with other corporate managers for the acquisition of required personnel from within CSC. Provide effective leadership and guidance to GDC4S and CSC resources assigned to the service management project. Adhere to customer and corporate mandated standards and methodologies such as ITIL v3, CMMI, PMI, and Industry Best Practices. Maintain program/project detailed status on milestones with associated communications documents and provide summary reports to customers, management and team constituency. Deliver on project deadlines within budgetary constraints while meeting quality goals. Lastly determine the need for and impact of changes in scope to the project and make and implement recommendations based on determinations.

November 2010 – September 2011

Employer: General Dynamics Information Technology

Location: Dumfries VA

Role E-ITSM Deputy Project Manager, IT Services Group

The position was responsible for managing multiple tasks for a single large Remedy project and supervising up to 25 employees both exempt and non-exempt and one or more subordinate supervisors. The project was a technically difficulty/complex project and required great attention to assigned tasks and the customers changing environment...

Provided technical, administrative, and operational management of assigned project or tasks, including contract and subcontractor management. Participate in the development of technical project plans, proposals, reports, and task orders and administrative reporting. Conduct planning and provide recommendations to client on task workload.

Attend customer meetings and serve as primary client liaison. The position interacted with vendors, other agencies, and other client staff on behalf of the client. Position also ensured the quality assurance of project deliverables.

The position leveraged my training in BMC Remedy 7.6.x as program/project manager plus my IT infrastructure background to ensure success of the project.

June 2007 – November 2010

Employer: BMC Software

Location: Houston TX

Role: Regional Practice Lead (US, Canada), Senior Project Manager – Consulting Services

As a Regional practice lead of BMC Global Services representing US federal, State, local and education sector which was oriented around all BMC Service Support Products and Services across a specific geography or a vertically aligned business area (e.g., manufacturing, healthcare). I assisted the area practice manager in meeting or exceeding specific targets for the practice while remaining personally billable for time. The Regional practice lead was accountable for the level of services delivered within the assigned practice area.

Regional practice leads provided resource availability, utilization, and skill data and participate in the allocation of resources to opportunities and projects while striving to meet assigned utilization objectives for all members of the practice.

Regional practice leads lead small teams comprised of BMC, partner, and customer resources at client sites to deliver required outcomes and produce Statements of Work for BMC clients.

Regional practice leads provided transfer knowledge of BMC’s approach to business-service management with a focus on service-support technologies offered by BMC.

January 2006 – June 2007

Client: Commonwealth of Kentucky

Location: Frankfort, KY

Role: ITSM Project Manager, Enterprise Project Management Office

The ITSM project manager delivered project charters, scope, plan, designs, training and implementation of ITSM Configuration Management, Asset Management and Availability Management Modules following the ITIL v2 recommendations for the Commonwealth Office of Technology (COT).

Provided a defined business service orientation for the IT department’s asset management, availability management, and configuration management (CMDB).

Participated in the planning and the implementation initiatives with the COT data center teams to provide IT services as a business partner to the internal government customers.

January 2003 – December 2005

Client: Ford Motor Company

Location: Dearborn, MI

Role: ITI Hosting Services, Demand & Acquisition Management

Worked with the IT customer to provide IT service project planning and implementation of all client / server hardware components at all global Ford data centre’s locations for space, power, network, storage, servers, and standards. Led and participated in business process redesigns of the existing processes to meet new objectives and changed procedures using the ITIL process.

Team was primary interface between sixteen Hosting Services groups to implement Capacity Demand Projects.

Ensured customer needs were met by providing constant redesign service within the IT environment.

MILITARY EXPERIENCE

Air Force (ANG) - Intelligence Specialist, Information Systems Support, Air Force (ANG) - NCOIC Public Affairs, Army (active duty), Senior Military Policeman

Additional community involvement:

Part time (Aux) Deputy Sheriff Spotsylvania, VA

Pursuing BS in information Technology Business Systems Analysis at WGU

PMI (Project Management Institute) – certified PMP (Project Management Professional)

ITIL – ISEB (Information Technology Infrastructure Library) – certified ITIL Foundations

Green Belt in Six Sigma

This section is a brief, condensed, free-form list of skills (keywords) from your resume and background. It can be used in the staffing process to help location candidates with specific skills and industry experience.

Development Tools

SDLC

JIRA

ServiceNow Hub

Hardware

Dell

HP

IBM

Cisco

Avaya

Nortel

Languages

java

Methodologies

ITIL v2

ITIL v3

ITSM

Agile

Scrum

Operating Environments

Unix

WinTel

Sun

Solaris

Software Packages

Microsoft products

Remedy v 6.x

Remedy v 7.x

Remedy 8.0

ServiceNow

Special Technologies

SAN

NAS

Others:

IT and Technical Project Management

IT Process Development and Improvement

IT Infrastructure Management

IT Infrastructure Library (ITIL)

Network Administration

Server Administration

Business Process Design

Contract and Vendor Management

Risk Management

Strategic Business Planning

Business Development

Consulting

Remedy ITSM Installations

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