PHILIP LAURENCE BERRY

Certified ITIL Expert Certified Lean Six Sigma Black Belt Project Management -PMP IT Service Management IT Resiliency IT Infrastructure Data Warehouse Management IT Solutions Communication and Organizational Management Process Design and Improvement.

PROFESSIONAL SUMMARY:

Experienced, motivated and results-oriented Business and IT Professional with more than 20 years of proven achievements in Project and Program Management, Business Systems Analysis, Information Technology and Systems Management involving Infrastructure Management, Resiliency, Data Warehouse Management, Process Analysis and Design. Adept at providing Business and IT services and solutions as well as developing new processes through continuous service improvement, defect resolution and enhancement solutions. Recognized for keen attention to detail. Able to manage multiple projects utilizing PMBOK, Critical Chain Project Management, CMMI, COBIT, Agile and Lean Six Sigma Standards. Proficient in directing diverse teams across organizational and international boundaries to achieve and exceed business objectives. Skillful Communicator competent in forging partnerships with internal and client teams. Proven expertise in: Strategic/Tactical Project Planning/Management, Business continuity planning, IT service continuity planning and implementation, Business Process Design, Process Improvement, authoring and implementing IT enterprise standards, policies and procedures in compliance with ITIL best practices. Effectively estimate, plan, schedule, monitor, evaluate, document and direct projects to ensure thorough implementation of innovative solutions. Defined and utilized Change Management processes and metrics based on key performance indicators. Ensured alignment with Sarbanes-Oxley Act general (SOX) controls, Gramm-Leach-Bliley (GLBA) act and Office of the Comptroller of the Currency (OCC) Audit guidelines. Successful in assessing new technical challenges and finding solutions to meet diverse needs of customers; possess a broad range of experience in working with internal and external service providers to improve and implement process models and metrics to present measurable improvement. Expert use of MS Project (IE: Maintenance, Tracking, Milestone definition, creating Gant and Work Break-down charts, dependency analysis, risk analysis, reporting of work effort as needed).

SPECIALTIES:

Certified ITIL expert, Certified lean Six Sigma Black Belt, Project management, IT Service management,

IT Resiliency, IT Infrastructure, Data Warehouse management, IT solutions, Communication and organizational management, Process design and improvement.

TECHNICAL SUMMARY:

ITIL, Lean Six Sigma, Critical chain project management, Critical path project management

Tools: Clarity, MS Office (Word, Excel, Visio, Project, PowerPoint, SharePoint, Outlook), Minitab, Balanced Scorecard, live meeting, WebEx, Snagit, HPSM

CERTIFICATIONS:

PMI-PMP

PMI-ACP

Certified Six Sigma Lean Black Belt

ITIL V3 Expert in IT Service Management, Certified

EDUCATION:

Bachelor of General Studies, Major - Computer Science and Telecommunications from Roosevelt University, Chicago, IL, 1988

PROFESSIONAL EXPERIENCE:

Union Bank/ Rose International

(Apr 2016 – Jan 2017)

Senior Project Manager – Consultant

Senior Project Manager at Union Bank headquartered in Monterey Park, Ca.

ITIL - Incident Management, Problem Management and Change Management re-engineering.

This position entailed in-depth analysis of Incident and Problem Management Governance. The resulting analysis required re-writing the Incident and Problem Management Policy, Procedure and Role Based Work Instructions using ITIL principles.

Lead three teams through Re-organization Access Transition within the Information Technology Group.

Consulted on extensive Change Management Process flow re-engineering.

Amgen/ Randstad Technologies US

(Aug 2012 – Aug 2013)

Project Manager – Consultant

Project Manager at Amgen a multinational Biopharmaceutical company headquartered in Thousand Oaks California -

Provided overall project leadership and responsible for managing multiple, simultaneous projects from inception to handover. Adherence to PMP / PMI, and Six Sigma project methodologies including development of project staffing, communication planning / management, tactical project analysis, expert use of MS Project (IE: Maintenance, Tracking, Milestone definition, creating Gant and Work Break-down charts, dependency analysis, risk analysis, reporting of work effort), and archiving project artifacts in SharePoint as needed.

Select project engagements:

IT Wholesale Optimization - This assignment required providing IT Service Transparency by identifying units of measure and consumption by service. Provide a roadmap and process for IT Show-back and a Charge-back model for Business Retail consumption. This methodology enabled the client to reduce their resource consumption, Operating Expense and Capital Investments. This required strategic and sustainability planning with IT and Business Executive Leadership across several international time zones.

Vulnerability Management - This assignment required defining, developing and implementing a vulnerability management lifecycle that proactively identified and managed IT system vulnerabilities.

IT Desktop Patching Process Optimization - As Project Manager – I was assigned to handle the performance issues of Desktop Patching at Amgen. The engagement was to design a sustainable solution to update the 28,000 desktops within 30 days of a patch release date. The client target was to deliver a tested and documented methodology improvement from 88% to 95%. The client’s expectations were exceeded by delivering a 97% patch rate, metrics and trend controls, and a sustainability model. The project was completed on time and within budget.

Bank of America/Princeton Information, Tampa, FL

(2011 – June 2012)

Project Manager/Process Designer – Consultant

Project Manager and Process Designer at Bank of America –

Conducted comprehensive organizational assessment to identify strengths and challenges of the Post Closing Central Services Department. Detailed assessment to support determining AS-IS work-flow, future-state workflow, Process Design and Mapping, data integrity requirements, information assurance (IA), performance metrics. Leveraged PMP / PMI, Critical Chain Management, CMMI, COBIT and Six Sigma project methodologies including development of project staffing, communication planning / management, tactical project analysis. In addition, expert use of MS Project (IE: Maintenance, Tracking, Milestone definition, creating Gant and Work Break-down charts, dependency analysis, risk analysis, reporting of work effort), also using an internal 4-Blocker Framework, and Clarity to report work effort, including archiving project artifacts in SharePoint as needed.

Select project engagements:

Managing multiple, simultaneous Risk Control Framework projects from inception to handover:

Post Closing Central Services- Risk Control Framework project for: Business Operations, Controller Accounting, Document Processing, Post Closing Operations, Reporting and Analytics – Led Process Owner and Subject Matter Experts in Process Quality Assessments, Process Design and Mapping, Designing Enterprise Process Category Framework (EPCF), identifying high level processes and linkages to process maps and documentation.

Pacific Capital Bancorp, Santa Barbara, CA. (Dec 1990 – Jan 2009)

Information Resiliency Manager, VP, (2007 – 2009)

The holding company for Pacific Capital Bank, N.A., and the largest independent banking company headquartered in the Central Coast of California, with 48 branches and $7.4 billion in assets.

Key Contributions:

Used lean value stream mapping methodology to reduce the disaster recovery time line by over 18 hours.

Key Activities:

Directed annual tests for enterprise-wide disaster recovery, service continuity and business continuity at disaster recovery sites.

Implemented processes to guarantee proper presentation of all changes to documented recovery procedures and configuration of hardware and software installations in production at bank’s corporate recovery sites.

Conducted and facilitated proper IT support preparation on various “dry run” workshops for remote tests, including IT execution of tests; supported Business Continuity team, documented IT issues and actions identified as result of the tests.

IT Infrastructure Manager, VP, (2005 – 2007)

Key Contributions:

Observing the high number of repeat incidents and the poor quality of production changes I negotiated an initiative to implement the ITIL framework. Starting with the Change and Incident management processes. This move reduced the number of production disruptions and contributed to increased customer satisfaction. I have lead 5S and Kaizen events. These initiatives lead to better asset control and reduced hardware repair time.

Built and managed productive network of clients and strategic partnerships to strategically view IT as a series of services. This resulted in better business and IT alignment and opened a position for an IT Service Manager.

Key Activities:

Managed a staff of 30 personnel and directed efforts toward the successful planning and execution of Network, Server, and SAN Storage activities to meet enterprise goals.

Collaborated with other departments to develop and maintain efficient related IT activities.

Utilized professional expertise to provide valuable and beneficial solutions to risk and issues.

Effectively manage team budget including salaries and expenses. Planed for and used resources efficiently, always look for ways to reduce costs, create accurate and realistic budgets, track and adjust budgets, and contribute to budget planning. When appropriate: identified revenue and profitability improvement opportunities.

Performed managerial responsibilities over assigned staff including performance evaluations, training, employee development, as well as supervised assigned department budget process.

IT Data Warehouse Manager, AVP, (2003 – 2005)

Key Contributions:

Fostered long-term outcome goal setting and produced plans to implement strategies, performance targets, timelines, milestones, risk and mitigation options, resource requirements, and technology needs.

Implemented team quality circles. This initiative lead to a 3-hour time reduction in production ETL work flows. The quality circle approach was used to change team behavior to focus on continual service improvement.

Lead project for Data Warehouse initiative to include: Source and Metadata mapping, Migration Plan Development, Pre-migration Testing, User Acceptance/Verification of Migrated Production Data.

Key Activities:

Directed a staff of four; organized, set and applied efficient information management strategies.

Directed all phases of the warehouse scope, plan, priorities, migration, quality, design, and ad hoc reporting.

IT Process Analyst, AVP, (2000 – 2003)

Key Activities:

Compiled existing IT processes to setup baseline for the improvement of ITIL best practice, documented reports and recommended to develop processes and operational changes to existing and new processes

Enhanced techniques in developing and escalating existing technology processes; trained and supported colleagues to continual advancement through improved processes

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