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Project Manager

Location:
Miami, FL
Posted:
June 13, 2017

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Resume:

PATRICK TURCOTTE, PMP

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

Unit 1708

North Miami, FL 33181

Home: ***-***–9260

Cell: 305-319–9418

Email: ac0tsz@r.postjobfree.com

LinkedIn: http://www.linkedin.com/in/pturcotte

Summary of Qualifications

A versatile, PMP certified, award winning, IT program manager whose fifteen years of experience ensures competence in delivering enterprise projects that exceeded business owners’ expectations and made or saved clients millions of dollars. Projects ranged in size to $44M in software services with more than 100 team members. A process oriented visionary who sees the big picture, builds enthusiastic teams and implements the small actions needed to successfully lead project teams delivering large, complex global ERP, CRM, and SCM enterprise applications for mid–sized and enterprise companies. Demonstrated ability to provide project deliverables on time and on budget through effective standard project management practices as defined by the Project Management Institute’s Project Management Body of Knowledge (PMBOK.) These project management practices include: vendor selection, integration, scope, time, cost, quality, resource, communications, risk and procurement management. Widespread international experience. Extensive experience managing projects utilizing off shore resources in multiple time zones. Excellent customer skills at all levels of the organization. Adept at starting and/or building out Project Management Offices (PMO).

Sr. Project Manager

Aplicor, Inc.

Boca Raton, FL

July 2016 – October 2016

Objective: Recruited to build a world class Project Management Office (PMO) for an ERP/ CRM MS Azure/ cloud based software company.

Developed a comprehensive waterfall SDLC methodology.

Created templates for all project documentation.

Defined and build business process models for best practice project management processes.

Defined KPI’s and metrics that would be used to measure project success.

Trained and mentored project managers.

Created a very complex, SharePoint based Project Management Information System (PMIS).

Program Manager

Citigroup

North Miami, FL (Remote)

November 2013 – June 2016

Objective: As a member of the Global PMO, delivered MS Dynamics CRM functionality to twenty–three countries in LATAM, EMEA and APAC. Integrated CRM with several commercial Anti Money Laundering, Cross Border, Risk Management, Account Management and Legal applications. Upgraded applications from CRM 2011 to CRM 2015.

Program Management – using a combination of Waterfall and Scrum SDLC’s, provided overall program management to ensure there were no gaps in scheduling and reporting from the various teams. Supplied leadership to individual project managers. Evaluated the current implementation processes and procedures. Defined KPI’s, implemented significant process changes which are making the subsequent releases much smoother than the first release.

IT Project Management – led all aspects of the implementation of twelve separate integration projects that make up the overall program. Responsible for all aspects of the projects including resources, vendor management, schedule, budget, scope, change management, and quality.

Managed complex data migration process that included identifying master and transaction data to be migrated, as well as dormant data to be eliminated. Defined data cleansing and data migration tool requirements and techniques, identified accounting considerations. Determined business reengineering requirements. Mapped legacy data to CRM data fields. Integrated CRM database with corporate data warehouse. Defined ETL processes. Identified reports and queries to be created.

Led the change management process to ensure the continuous stream of scope change requests were properly documented, prioritized, estimated and evaluated before implementation. Developed a complex, workflow driven SharePoint system to handle the change request process. Updated project and program budget and schedule based on the approved change requests.

Scope change requests, averaging 110 per year, were implemented using Scrum methodology. Ensured the Scrum team lived by the values and practices of Scrum. This involved removing any impediments to progress, facilitating meetings, and doing things like working with the product owner to make sure the product backlog was in good shape and ready for the next sprint.

Senior Project Manager

PwC (PriceWaterhouseCoopers)

Tampa, FL (Remote)

January 2013 – November 2013

Objective: Within the framework of the PwC PMO SDLC and PMBOK project management best practices, delivered multiple, concurrent IT projects in support of Finance, Information Management, IT Infra–structure, Risk Assurance, Internal Firm Services, SAP and Knowledge Services.

Project Management – led delivery of 2 large projects averaging 15 team members and $250K. One project was an IT infrastructure and the other was an SAP ERP (Finance and HR) enhancements project. Both projects achieved scope, budget, schedule and quality goals. Approved SOW’s, acquired team members, created schedule, planning documents, and directed team members.

Program Management – oversaw 7 small projects to ensure that off shore supplier project managers (TCS and Infosys) were delivering projects that met PwC’s expectations for scope, cost, schedule and quality. Managed the budget and provided status updates to executive management.

January 2012 – December 2012 - Time Off to Care for Terminally Ill parent

Senior Project Manager

Fidelity National Information Services (FIS)

St Petersburg, FL

January 2011 – December 2011

Objective: Delivered multiple, concurrent IT projects in support of credit, debit and prepaid card processing, check processing and gaming industry lines of business.

As a member of the IT PMO group, managed all projects utilizing a very formal waterfall SDLC and project management best practices as espoused by PMI’s PMBOK.

Developed best in class PMO processes, tools and templates.

Led efforts to estimate projects so the business could make informed decisions as to whether they wanted to proceed with the project.

Managed an average of 6 concurrent projects ranging in size from 200 hours to 11,000 hours with 3 to 25 team members. Projects were SAP HR and Finance upgrades and enhancements

Projects involved mainframe and midrange programming environments including as C# – .NET, and Java – Websphere.

Project tools included MS Project, MS Visio, Planview Enterprise 10, SharePoint 2010, HP Quality Center 10 and MS Office applications.

Program Manager

Owens Corning

Toledo, OH

May 2010 – January 2011

Objective: Using a combination of on shore and offshore resources, rescued a troubled, fixed price, global enterprise BI/ data warehouse program that was implementing five concurrent SAP BI projects ($2M) to improve the reporting capabilities in twelve countries and three continents.

Determined root cause of problems affecting customer satisfaction and implemented corrective strategies.

Brought all project management processes in line with best practices as espoused by the PMI PMBOK

Managed changes required to ensure implementation followed the SAP ASAP implementation methodology.

In a politically charged environment, reset and managed C level executives’ expectations for scope, cost and schedule.

Managed customer vendor and subcontractor resources in a balanced matrix management environment.

Conceived and implemented a scope change control process to ensure scope changes were documented, approved and implemented properly.

Led efforts to resolve data requirements for multiple SAP ERP and legacy systems. Requirements included data identification, data cleansing, integration with corporate data warehouse, extract, transform, and load tools and techniques, and the reports and queries required by the business.

Project Manager

Thompson Publishing Group, Inc

Tampa, FL

October 2009 – May 2010

Objective: Implement SAP CRM sales, marketing and service functionality. Implement SAP Business Objects toolset and built corporate reports and dashboards.

Developed PMBOK based project initiation and planning documents. Created risk, issue and action item resolution processes. Identified stakeholder requirements and developed communication and organizational change management activities to meet their requirements.

Managed customer vendor and subcontractor resources in a weak matrix management environment.

Created a deliverable–based project schedule using the ASAP SDLC waterfall methodology.

Led requirements analysis effort. Negotiated scope changes. Managed the budget. Led UAT test case development.

Chaired politically sensitive meetings, including executive steering committees, to set and manage C level expectations.

Controlled the project through aggressive risk, issue management and scope control processes as defined in the PMBOK.

Senior Project Manager

Client: CA Technologies, Inc

Islandia, NY

June 2009 – October 2009

Objective: Implement integration between multiple enterprise legacy software systems to ensure consistent definition of “customer” across the enterprise on a global basis.

Following the PMBOK best practices for project management, successfully led project to integrate SAP with external SalesForce.com and internal legacy systems using a combination of SAP PI, IBM MQSeries, Biztalk and JBoss.

Facilitated functional, technical and management meetings of all sizes and complexities.

Introduced project teams to Accenture’s ADM SAP Core methodology.

Managed customer vendor and off shore subcontractor resources in a strong matrix management environment.

Assisted PMO in developing new processes, procedures, tools and templates to facilitate smooth transition to the Accenture ADM SLDC implementation methodology.

Managed implantation of an ERP (HR) upgrade project.

Senior Project Manager

Citrix Systems, Inc

Ft Lauderdale, FL

June 2008 – May 2009

Objective: implement a business intelligence project supporting new corporate definition for key performance indicators.

Developed business case, wrote statement of work, negotiated contract and managed vendor resources.

Using PMI PMBOK techniques, created project scope and planning documents. Managed the team to the schedule. Reported status to the steering committee.

Created project schedule, identified data requirements, determined tools and techniques, documented resources needed to cleanse data, defined process to extract data from SAP BI database, transform the data needed in Business Objects, and load the transformed data into the Business Objects data warehouse.

Once the project was successfully delivered on time and within budget, the company made or saved a significant amount of money by having the right dashboards, reports and queries needed to see corporate financial performance in near real time.

Program Manager

SAP America, Inc,

Houston, TX

October 2007 – June 2008

Objective: implement SAP CRM 2007 project for a large retail company.

Drove full System Development Life Cycle (SDLC) project. Project employed eighteen consultants for 9 months. Project achieved the business goal of significant headcount reduction, which saved the company several million dollars.

Influenced client business owners to spend additional time defining requirements in more detail, which resulted in fewer scope changes and decreased project costs.

Led efforts to integrate existing SAP ERP systems and legacy systems to the CRM system through a combination of real–time, pseudo real–time and batch interfaces using a multitude of integration technologies.

Initiated tight project control through defined metrics and producing detailed project status reports, led the team and resolved day–to–day issues with emphasis on the ASAP methodology and PMBOK best practices.

Business Program Manager

San Antonio Water Systems

San Antonio, TX

June 2006 – September 2007

Objective: Implement a $6M SAP ERP (IS–U)/SAP CRM for a public utility. This included Finance, HR and Payroll.

Prepared pre–project feasibility study to identify stakeholders and determine their thoughts on the implementation, gather success criteria, understand the risks associated with implementation and make recommendations how on to implement the project with the greatest chance of success. Led workshops to prepare preliminary business requirements.

Created and led a PMBOK based PMO to ensure all vendors were providing quality deliverables on time and in accordance with the terms and conditions of their contracts. Reviewed and approved time and expenses. Managed quality, and provided oversight to the vendor project managers.

Reviewed and approved schedules, planning documents, deliverables, and authorized vendor payments.

Managed efforts to integrate legacy systems to the ERP/CRM system through a combination of real–time, pseudo real–time and batch interfaces using a multitude of integration technologies.

Reported issues, progress, costs, etc. to the CIO. Chaired politically challenging steering committee meetings.

Program Manager

CellExchange Federal, Inc.

San Antonio, TX

March 2005 – June 2006

Objective: Develop United States Air Force unique add-ons to the next generation, PeopleSoft based, Human Resource Management System being developed for the Department of Defense – DIMHRS.

Led efforts of 3 concurrent, iterative software development projects, worth $44M, with fifty team members developing applications and legacy system interfaces in a Java/ WebSphere environment.

Successfully oversaw efforts of a project management office (PMO) that achieved Capability Maturity Model Integration (CMMi) level 2 certification within one year.

Managed efforts to integrate legacy systems to the DIHMRS system through a combination of real–time, pseudo real–time and batch interfaces using a multitude of integration technologies.

Implemented Earned Value Management System to track progress.

Project Manager

ADP, Inc.

Alpharetta, GA

June 2004 – March 2005

Objective: Define and implement an on–shore/ offshore software development model.

Wrote strategic plan and led diverse, cross–functional, multi–national teams in the creation and deployment of an onshore/ offshore model utilizing resources in the U.S. and India.

Through politically aware negotiations, motivated and influenced the appropriate business owners and IT managers to ensure the model was successfully implemented, which resulted in several million dollars in cost reductions while improving software quality.

Program Manager

PeopleSoft, Inc.

Atlanta, GA

October 2002 – May 2004

Objective: Implement HR Finance and Payroll for GTSI

Led a full lifecycle HR, Finance, Payroll and Supply Chain Management (Quote to Cash and Procure to Pay) implementation for a large tier 1 distributor of IT products to the Federal government. Careful adherence to the PMBOK and Compass implementation methodology best practices resulted in a project that exceeded all client and PeopleSoft project objectives, which resulted in $1.3M in follow on business.

Trained and mentored project team members and provided knowledge transfer to clients.

Engagement Manager

Siebel Systems, Inc

Bogota, Colombia

March 1999 – September 2002

Objective: Standardize the way Siebel delivered professional services engagements by creating a new PMO.

Objective: Implement CRM solutions in the Andean Region of South America and the Caribbean. Grow the business in the region. Trained and mentored project managers.

Built relationships with partners, subcontractors and customers, resulting in $8M annual sales by the end of the second year.

Managed the implementation of CRM projects for telecommunications companies in Bogotá, Panama City and Mexico City, a pharmaceutical company in Bogotá and a bank in Santo Domingo.

Projects averaged $1.5M in services with 12 consultants; achieving 40% gross margin.

Performed management functions such as recruiting, hiring, goal setting, personal development, budgeting, and administering performance appraisals and reviews.

Implemented award winning mentoring program, which produced 0% consultant turnover in 3 years.

Principal author of Siebel’s eRoadmap implementation methodology, which resulted in a more professional image and the ability to deliver projects more consistently and profitability.

Developed extensive suite of process assets including templates, estimating tools and presentations.

Defined project KPI’s and conducted project quality reviews in the U.S. and Latin America, which resulted in several millions of dollars in savings.

Tools/Methods

ASAP & ADM SDLC Methodologies

CA Clarity

CMMi Process Improvement

Gap/ Traceability Analysis

HP Application Lifecycle Management

HP Project & Portfolio Management

MS Office Suite

MS Portfolio Server

MS Project/ Project Server/PWA

MS SharePoint

MS Visio 2010

Open Workbench

Planview Enterprise 10/ 11

PMBOK Project Management

Requirements Analysis

Test Management

Use Case Modeling

Xsol

Industry Experience

Automotive

Commercial Banking

Federal Government

Financial Services

High Tech

Hydrocarbon Processing

Insurance

Local Government

Manufacturing

Pharmaceutical

Publishing

Retail

Retail Banking

Telecommunications

Utilities

Education:

Electrical Engineering

University of Massachusetts

Lowell, MA

Program for Leadership Development

Harvard Business School

Cambridge, MA

Skills Inventory

Budget Management

Business Case Documentation

Business Process Reengineering

Client Relationship Building & Management

Communication Management

Cutover Planning

Full Lifecycle Implementations

Global Deployments

International Experience

Issue Tracking and Resolution

Implementation methodology development

Metrics and KPI definition

On shore/ offshore model implementations

Organizational Change Management

Multiple, concurrent project management expertise

PMO Planning and Leadership

Project Charter Documents

Quality Management

Resource Management

Risk Management

Schedule Management

Scope Development and Management

Stakeholder Expectation Setting and Management

Statement of Work Development

Status Reporting

Strategy Planning & Development

Subcontractor Management

Team Builder and Leader

Test Planning

Translate Between Technology and Business Owners

Training Design, Delivery and Development

Vendor Management

Additional Training:

ESI International Project Management Courses:

Managing Projects

Estimating Techniques

Project Leadership/ Management/ Communications

Quality for Project Managers

Scheduling and Cost Control

Risk Management

Contract Management Principles and Practices

Project Management Applications

Leading Complex Projects

Managing Global Projects

Rapid Assessment and Recovery of Troubled Projects

Requirements Management: A Key to Project Success

Preparation for PMP Certification

Certifications:

PMP Certification No. 434647 October 2006

Siebel 7 Business Analyst Certification

Siebel Customer Certification

SAP CRM 2007 Business Analyst Certification



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