Manager Project
Resume:
Courtney House
Houston, TX *****
**************@*******.***
Results-oriented technology leader with a proven record delivering complex programs that come in on-time and on-budget. Over 15 years’ program management and project management expertise including IT/business alignment, business strategy, software product development, project portfolio management, organizational change management, financial analysis, and governance. Considerable experience leading digital transformations, guiding global teams, and partnering with business leaders to positively influence organizational profitability and operational efficiency. Ability to plan technology solutions to drive process improvements, competitive edge, and bottom-line gains. Excellent communication, leadership, and problem-solving skills.
Professional Experience
Indus River Ventures Feb 2017 – Apr 2017
Chief Technology Officer
Directed development and implementation of Cloud strategy for healthcare business accelerator.
Recommended long-term approach for strategic partnerships and technologies to optimize organizational profitability.
Streamlined technology processes and procedures by applying Lean startup principles and Agile methodologies.
Established R&D department, motivated and trained employees, upgraded tools and technologies, negotiated vendor agreements, and instilled project management best practices.
Dimensional Fund Advisors Nov 2016 – Jan 2017
Sr. Project Manager, PMO / Contractor
Automated customer on-boarding in Microsoft Dynamics CRM 2016, consolidated manual processes for two divisions into a single, streamlined workflow with mobile capabilities. Completed in eight weeks from requirements to go live.
Managed all aspects of Agile CRM implementation. Led daily stand-up utilizing JIRA, sprint planning, sprint retrospectives, and requirements gathering. Oversaw configuration and implementation. Defined project scope, created project plan and timeline, forecasted project hours, and program financials.
Increased efficiency, eliminated redundant steps, and improved data integrity from opportunity to funding approval.
Developed process for tracking user feedback and enhancement requests. Worked closely with project sponsors, user communities, and core team to prioritize and deliver highest value features while continuously improving solution.
Halliburton Dec 2012 – Feb 2016
Principle Program Manager, Landmark,Digital Solutions
Successfully delivered DecisionSpace Unconventionals, $34.6M strategic initiative to provide a comprehensive suite of applications, designed to help clients optimize the lifecycle of unconventional resources from exploration to production.
Solution generated $100M revenue and three new accounts within first year of release, displacing competition in one account. Resulted in internal adoption of DecisionSpace for Halliburton unconventional service.
Independently accountable $15M annual budget; indirectly managed multi-discipline team of 55 employees.
Managed all stages of program from initiation to commercialization: scope definition, design/build/qualify, verification, validation, deployment, and commercialization. Created and maintained master schedule in Project Web App to identify critical path and sequence epics and features.
Applied earned value analysis, focused risk tracking, and held risk reviews providing transparency to program health, and product maturity. Contributed to strategic direction of program management process and evangelist for stage gate process. Represented department on global PMO, Program Management Office.
Led weekly scrum-of-scrums with product owners, scrum masters, quality assurance and DevOps. Mitigated risks and issues, removed barriers, addressed staffing needs, and made tactical decisions to maintain schedule.
Coached scrum masters on hybrid Agile and Waterfall delivery, managing interdependencies, utilization of team velocity and burndown charts, well-defined requirements, defect inflow/outflow, and backlog grooming. Guided Product Managers to take ownership of scope for individual technology tranches, and product backlogs.
Partnered with strategic business managers and technology directors to accomplish program objectives. Managed program backlog, defined project charters, assisted with economics assessment and business cases, competitive landscape, and market analysis to justify and prioritize projects for annual planning and budgeting.
Facilitated and organized regional innovation workshops bringing engineers and geoscientists together to design collaborative workflows. Generated over 70 intellectual property filings in the first workshop.
Prepared briefings for executive governance board and stakeholders. Presented program health, completed scope/epics, change requests, financial and staffing variances (planned vs. actual), schedule variance from gate 2 baseline, technical risks and mitigations, technical feasibility, and technology readiness level.
Led monthly steering committee with strategic business managers, technology fellows, and operationalmanagers. Prioritized projects across divisions and departments to ensure alignment with strategic objectives.
Oversaw staffing, established project teams, communication plan, set KPIs. Proactively managed scope, financials, and monthly resource assignments. Supervised and mentored subordinate managers, supervisors, and team leads.
BMC Software Aug 2011 –Dec 2012
Sr. Program Manager, IS&T PMO / Contractor
Led Configure, Price, Quote(CPQ) and Contracts Automation pillars of $21M Concept to Order initiative to increase sales productivity and improve customer experience. Enabled global sales to generate full order from product configuration through revenue booking.
Deliverables included enterprise catalogue, solution configuration, automatic cross-sell and up-sell, product and pricing integrations, quote generation, and automatic approvals through Apttus solutionon Salesforce.
Managed high performing global team of 30 resources spanning internal shared services, 3rd party vendors, consultants, and offshore development and testing teams. Agile team structure consisted of solution architects, BAs, BSAs, developers, testers, WebMethods and Informatica integration teams, Apttus consultants, and business SMEs.
Leader in recognized world-class PMO organization, creating and implementing transformational change in project and portfolio management.
Men’s Wearhouse Sep 2010–Aug2011
IT Project Manager, PMO / Consultant
Steered information technology partnership with commercial real estate group to automate facility and real estate management lifecycle through full SaAS implementation of Accruent.
Integrated real estate information and processes for site selection, lease administration, facilities management and asset management in Accruent application with SAP Accounts Payable.
Managed internal and external developers and consultants. Coordinated user acceptance testing,enhancements and change requests, defect resolution, configuration and customization, and migration / cutover to production system.
GE Energy Sep 2006 – Sep 2010
IM Program Manager, Supply Chain, Applications Engineering / Consultant
Directed $1.5M Primavera Enterprise Project Portfolio Management implementation for Global Project Operations. Lean Six Sigma initiative that standardized project scheduling, improved resource forecasting, and provided visibility to track and monitor project performance and scheduling activities across business units.
Integrated Primavera with Oracle Project Accounting; streamlined invoicing process. i.e. Automatic invoicing of contractual payments once project milestones met in Primavera schedule.
Member of Lean Six Sigma tiger team challenged with 40% cycle time reduction from sales handover meeting toengineering Bill of Materials, BOM, release to manufacturing; achieved 55-day cycle time reduction.
Led Accelerated BOM Release program to digitize sub-skid structuring from Inquiry to Order, eITO, to Enovia Engineering Central; automating entire process.
Coordinated support and maintenance for Managed Information Opportunities Portal, MiPO, for incoming sales opportunities, price analysis, risk and deal review. Led change management review, prioritized enhancements with highest business value. Managed stakeholder expectations for timing of releases, established quarterly release cycle.
Supervised multi-phase digitization project to improve eInquiry to Order, eITO,automated budget and proposal generation web application. Resurrected eITO from an unusable state to a Tier 2 application.
Realized $0.5M cost avoidance on single order through embedded data analytics, reporting, enhanced business logic, and Oracle costed BOM integration.
Managed gap analysis assessment for moving eITO to Enovia Engineering Central. Worked closely with business analysts and functional team to map as-is/to-be processes, future state.
Successfully completed Technology Refresh program,infrastructure hardware and technology stack upgrade for ten custom web applications, portals, and related systems integrations and services. I.e. Informatica, WebMethods.
Presented program health in monthly PMO meeting. Reported financials, tollgate status, schedule, resource utilization, risks and issues. Identified project synergies, dependencies, and touch points across functional areas.
Led onsite and offshore cross functional development and testing teams. Guided team through dPMM tollgates and software development lifecycle, ensuring close adherence to GE IT standards and quality.
Planned cutover activities, created implementation and back out plans, ensured production readiness, and appropriate mitigations strategies in place for successful release. Guided knowledge transfer and transition to post production support.
US Interactive Aug 2004 –Aug2006
Project Manager, Quality Assurance Manager
Recruited and staffed quality assurance team. Established procedures for testing e-commerce portals and courseware. Directed audit and testing efforts.
Led re-engineering of back office Learner Management System; provided scalable solution integrated with e-commerce portals and online courseware. Managed project schedule, assisted with requirements, and customer JAD sessions.
Robert Half International, Project Manager 2004
House & Company, Project Manager, Business Analyst 2002 - 2004
Hewlett-Packard Co., Systems Software Engineer 2000 - 2002
Dell Inc., Applications Engineer 1998–2000
Compaq Computer, Software QA Engineer 1997 – 1998
Certifications and Training
Financial Leadership training - Texas A&M University, Mays Business School, Center for Executive Development
Lean Six Sigma certification
PMP, PMBOK, Total Quality Management, MS Project and Portfolio Management, Focused Risk Management training
Geology for Non-Geologists, PIECE training
Memberships: PMI.org, Women’s Energy Network
Education
The University of Texas, Austin, TX – Electrical Computer Engineering
Skills
Methodologies
Agile, SAFe, SCRUM, Waterfall, Kanban, Lean Agile, Lean Six Sigma, Six Sigma, SDLC, Product Lifecycle Management, Stage Gates, Phase Gates, PMBOK, PMM, dPMM
Project Management & Business Analysis
JIRA, Confluence, Github, Balsamiq, Team Foundation Server, TFS, Rally, Primavera, SharePoint, Enterprise Project & Portfolio Management, MS Project, MS Project Server, Project Web App, Microsoft Office, PowerPoint, Visio, Excel, Office 365
Technical
SaAS, Cloud, Microsoft Dynamics CRM 2016, Dynamics 365, DecisionSpace Geosciences, Salesforce, Apttus, Primavera, SAP, Oracle Project Accounting, Cognos, Enovia, Engineering Central, MatrixOne, ERP, Siebel, Procuri, HP OpenView Service Desk, HelpPoint, Artemis, PeopleSoft, Accruent, HP Quality Center, Remedy HelpDesk, eITO, MiPO, PeopleSoft
Industries & Sectors
Oil & Energy, Finance, Information Technology, Healthcare, Manufacturing, Computer
*Willing to travel up to 50% of time
*LinkedIn:https://www.linkedin.com/in/courtneyhouse1
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