Project Manager Management

SEAMUS M. CONLAN MCTS, MCP, PMP

Summary

A top performing IT leader with extensive domestic and international business experience in managing a global network of relationships, projects and services. A proven track record of consistently improving organizational performance and financial accountability. Technically sophisticated with the adept ability to pioneer and implement cutting edge technology and innovative business solutions that accelerate corporate objectives. Customer focused, with strong leadership qualities complemented with a motivational management style that energizes teams to achieve results.

Education:

Post Graduate Degree in Engineering Computation and Mathematics

The Queen’s University of Belfast, N. Ireland

Bachelor of Mechanical Engineering - BEng (Honors)

The Queen’s University of Belfast, N. Ireland

Professional Development & Certifications:

Project Management PMI PMP

Program and Portfolio Management

Earned Value Management

Risk Management

Agile estimating and scheduling

MCP, MCITP for Enterprise Project Portfolio Management (EPM)

Chartered Member of the Institute of Mechanical Engineers, (CEng MIMechE)

Society of Manufacturing Engineers (SME)

Lean Manufacturing

Six Sigma

Transformational Change and LDP – Pacific Integral Leadership Development Program

Professional Experience

The Boru Group Ltd. For Fresh Consulting December 2014 – Present

Client: Microsoft Consulting Services (MCS) for the Census Bureau

Project Server Deployment

I rejoined the MCS team as a consultant to their implementation team onsite at the Census Bureau in Washington DC. The solution implementation was a multiyear effort to bring the bureau onto the Microsoft solution stack in support of the 2020 census effort. This project is currently underway.

The Boru Group Ltd. For Fresh Consulting 3/2014 – November 2014

Client: Farmers Insurance, Mercer Island, WA

Senior Project Manager

I joined the FNWL business PMO as a senior project manager with responsibility for the solution architecture delivery of a multi-year, business transformation effort. Responsibilities included development of work packages and estimates, workflow, cross project portfolio dependencies.

I also had responsibility for and led the effort to develop an integrated master schedule covering all work streams within the transformational program, internal and vendor based.

Beyond the planning effort, I had budget and schedule responsibility and led the implementation of a change control board for the program.

The Boru Group Ltd. June 2012 - 2014

Enterprise Portfolio Management Solution Architect –

Portfolio solution architect leading the solution design and build process using the Microsoft EPM 2010 & 2013 platforms.

With a focus on the Microsoft solution stack, I have facilitated the implementation of a number of enterprise portfolio management solutions for a variety of customers across multiple vertical sectors.

Solution designs have required detailed business process analysis and design, technology selection and implementation. The successful deployment of enterprise solutions has required an ability manage change in a way that allows alignment of the strategic intent of the effort with a pragmatic approach to implementation and user adoption.

Microsoft Consulting Services (MCS) September 2007 to June 2012

Senior Consultant- EPM Solution Architect & Program / Project Manager

Senior Consultant specializing in the field of enterprise project portfolio management.

Design and Build of a hosted Project and Portfolio Server 2010 environment for Microsoft’s Solution Delivery Excellence (SDE) Team providing transparency and decision making consistency for projects within a larger program. The business transformation program being managed involved moving a global leader in professional services off their legacy technology platform to the Microsoft technology platform.

This was a multi-year consulting engagement for the Microsoft team that required a governance mechanism to ensure that the complexity of solution delivery could readily understood and managed at all decision making levels.

Deployment Project Manager for Retail client migrating their on premise Exchange messaging system to the Microsoft cloud service. A significant change management effort that required close attention to the end user experience and rapid escalation to senior Microsoft leadership.

Senior Engagement Manager for an enterprise application development effort. This was a large custom development effort for the database tier and the application and middle tier architecture. The Development project had a budget of $5 Mill that ran over two year duration and included Microsoft Premier testing lab resources as well as MCS Application and Database architects and developers. Off shore development resource teams were also employed throughout the project.

Design, development and implementation of Enterprise Portfolio, Project & Resource Management solutions using the Microsoft EPM solution platform

oApplication Portfolio Design and analysis for the Ontario government. Three hundred initiatives, multiple government agencies. Approximately fifteen team members from the client side and five from the MCS side at various stages. Project ran for six months.

oImplementation of Project and Portfolio server for the State of California. Engagement expanded to include reengineering and development of project schedules as well as PMO and governance structuring. Several hundred projects involved in the portfolio effort. Core team including client personnel consisted of twelve people. Each project had a Project manager also. Project ran for nine months and was further extended for an additional year.

Organizational Maturity assessment consulting – Assessing organizations ability to effectively translate organizational level strategy into measureable results through projects.

oApplied PMI’s OPM3 assessment to align the customer maturity against the technical and process capabilities of the EPM tool suite. Developed an implementation roadmap in tune with the assessment results enabling the customer to deploy the technology in a manageable and successful way. Core team of six people. Initial Project ran for approximately nine months. Extended team of about twenty people including subject matter experts for the customer projects

The Boru Group Ltd. October 2005 to September 2007

Principal Consultant

A focus on strategic value through effective analysis and project execution while focusing on team building and coaching and mentoring.

Design of benchmarking and research studies on behalf of the Office of Program Analysis and Evaluation, NASA. A significant research exercise whereby thirty major corporations were enlisted as study participants in order to benchmark the current practices of strategic alignment and execution through programs and projects. Core team of twelve people. Project ran for fifteen months

Design and implementation of portfolio and project management solutions. Project Management Office design and implementation (PMO).

Current state process mapping and analysis and implementation of reengineered solutions. Application of value stream mapping techniques and implementation of lean and six sigma principles in proposed solutions.

Design of frameworks to support management decision-making capabilities within organizations and project teams. Business decision process and workflow design, development and implementation.

PCUBED – Seattle, WA (March 2003 – September 2005)

Senior Account Executive, Pacific Northwest Region

Developed and implemented project and resource management business solutions for clients in a number of sectors, including the Banking, automotive, construction, technology, Software development and Aerospace industries.

Facilitated and developed effective business requirements. Implemented traceability techniques for requirements from strategy thru business requirements, functional and technical specifications.

Performed value stream analysis of current state business processes, leveraging Lean practices from the automotive and aerospace industries in the financial and banking sectors.

Designed and implemented reengineered business processes to accommodate efficiency requirements and new technology.

Successfully managed the transition of legacy IT systems to new IT environment/systems

Developed training and coaching clinics to support new software development initiatives

Developed and managed client relationships. Effectively delivered client needs and exceeded expectations

Developed partnership with Microsoft as a provider of Microsoft enterprise software solutions

Recruited and mentored regional team to accomplish business growth strategy.

PCUBED – Ann Arbor, MI (July 1998 – March 2003)

Led clients to understand and clarify their business/ IT needs. Developed strategies to achieve their goals. Executed strategies and managed initiatives to satisfy the client’s requirements.

Developed the implementation plan for a next generation CAD/CAE/CAM/PDM solution for an Automotive OEM. Core team of approximately fifty people. Global effort. Plan development phase was approximately one year duration followed by PMO setup and program execution. Full effort was a multi-year program. The Development project involved multiple application and database upgrades as well as custom build.

Developed the project plans and schedules for the upgrade and implementation of the PeopleSoft ERP solution for a large Midwestern university. Core team of twenty people. Project planning was a six month effort and included standing up the PMO and reporting process. Project execution ran in phases over a three year period. Resource teams from a big four professional services organization were managed for the entire lifecycle of the ERP upgrade effort.

Tactical Management and reporting for the Merger process of two automotive supplier divisions. Core team of twenty people. Project was executed over a one year period.

Developed and executed the plans for a number of lean manufacturing transformations for clients in the automotive sector. Used the current state process investigation and gap analysis to engineer the project plans and schedules for achieving the desired future state. Projects varied from six months to two years. Core team size of ten people was typical.

Ford Motor Company – Dearborn, MI (September 1993 to July 1998)

Manufacturing Process Engineer

Product and process design for new model programs.

Design and development of new product (body engineering for six different vehicle programs).

Design and development of new manufacturing process for vehicle production. Multiyear programs with large teams consisting of members from the OEM and supply chain organizations. Budget responsibility for $60 mill of tooling and automation. Schedule responsibility for sub system and component level delivery and integration. Quality responsibility for process and product delivered.

Managed the construction of new manufacturing facilities (which included many green field assignments as well as retro fit projects)

Implemented a number of six sigma quality improvement initiatives into project planning efforts

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