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