Management Manager
Resume:
Lisa C. Paprota, PMP, ITIL V*
Wheaton, Illinois 60189
Qualification Summary
Senior level, PMO Management leader with over 25 years of Infrastructure/Data Center technology, voice/data networks, cloud and hosted solutions on global/national scale of deployments. Avaya, Cisco, Office 365 platform experience, Verint, Genesys, Matter Sight Call recording migrations (multiple). Cisco Sidewinder Firewall global deployment, and real estate relocations, re-stack experience.
Structure, mentor and direct high performance program teams for large, complex, enterprise-wide type strategic clientele utilizing hybrid methodologies and best practices inclusive of SDLC, Agile/Waterfall, ITIL V3 and the Project Management Institute standard. Effectively govern cross-functional, remote and virtual teams.
Strong written and verbal presentations to increase all forms of communications to Senior Leadership, clientele, technical staff and C-suite.
Oversee budget analysis and metrics modeling for strategic, future oriented decision making. Augment my leadership to interact and influence key stakeholders and vendor/partners invoking holistic oversight of business intelligence to increase performance through intelligent use of organizational data.
Objective Statement
Perform in a PPM leadership role to glean my 25 years (plus) experience with technology PMO/PPM management. Proliferate alignment of efficient and effective business goals to deliver value based solutions and proven, measurable program and portfolio success with a focus proactive, continuous improvement mindset.
Key Skills and Strengths include:
•Responsible and accountable for the coordinated management of multiple related Infrastructure, Security, data/wireless and network/telecommunications programs directed toward strategic business and other organizational objectives.
•Expert level vendor management inclusive of contractual agreements, negotiations, service level agreements, budgets, process and performance measurements. This also is inclusive of evaluating vendor resource performance, and management of relationships.
•Ownership of strategic accounts encompassing development and strategy for organizational roadmaps, global infrastructure and data center deployment of new, relocated or upgrades.
•Development of new, emerging tools, techniques and efficiency with a focus on quality document management and retention and continuous improvement throughout the organization ensuring knowledge management.
•Align various business units and technical resources to strategically maintain repeatable, sustainable practices while governing both internal and client facing initiatives with a keen focus on QOS, policies, procedures, safety standards and superior delivery methods.
•Build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external stakeholders to the organization.
•Define and initiate projects, and assign Project Managers to manage cost, schedule, and performance of component projects, while working to ensure the ultimate success and acceptance of the program.
•Maintain continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent.
Core Competencies
Client Relation Management
Budget & Financial Management
Tactical/Strategic Planning
Cost Reduction & Avoidance
PPM Management Methodology
Integrated Communications
Project lifecycle methodology
Strategic Pre-Sales Planning
Client Relations & Negotiations
Risk Management Planning
Quality Management
Program Team Performance Management & Human Resource Functions & Issues
Professional Recognition
“Outstanding Performance Award”
from McDonald's Corporation World Headquarters’ Senior Management for 2002 Winter Olympics Technology Program in Salt Lake City, UT
Recognition for leadership, and outstanding success on a 23 million dollar corporate program
Professional Experience
Verizon Global Solutions - September, 2017 to Present
•Responsible for the planning and execution of a highly complex and fast paced program deployment of the Genesys V8 and Nuance 10 voice platform on the Avaya Platform.
•Utilize my knowledge level to glean and manage multiple tracks e.g. Infrastructure and application tracks.
•Inbound, outbound, WWE, email, web services deployment in sprints (6)
•Build and sustain professional and trusting relationships with both geographically dispersed vendors and client resources.
•Facilitate daily bug/fix WebEx session ensuring tracking and triage efforts for remediation are addressed daily/hourly.
•Strong vendor management ensuring quality of migration, budgetary and vendor relations.
•Apply and recommend my solid understanding of call distribution, queuing and routing from a program management perspective.
•Lead Triage effort to articulate problem and document problems and bug/fixes, collect data, establish facts, and draw valid conclusions.
•Support daily critical software releases ensuring measurement and tracking for developers and cross functional teams awareness.
•Collaboration with Verizon financial services weekly reporting, metrics and health of program by way of variance reporting weekly ensuring executive sponsor and key stakeholder awareness.
Support Teams and critical stakeholders with exceptional details of impacts, risk analysis, and daily reports ensuring key communication is shared early and often.
•Facilitate weekly executive summary presentation to Senior Leadership in clear, concise manner ensuring our executive sponsor, senior leadership are informed of program status in executive format.
•Quality assurance cross checks with key technical resources ensuring deliverable's are executed with superior results.
CVS Health-Call Center Tools Division (Via contract through Randstad Technologies): - March, 2017 to September, 2017
Senior Service Delivery Consultant
Core responsibilities and initiatives:
•Responsible for the planning and execution of a highly complex and fast paced 21 site migration to Matter Sight call recording on the Avaya Platform.
•Responsibilities include consistent oversight of resources, risks, issues, procurement, change, and detailed technical details of the Matter Sight Call Recording Program inclusive of regional and Contact Center locations, both TDM/VOIP.
•Strong vendor management ensuring quality of migration, budgetary and vendor relations.
•Ensure all safety and security measures are formally adhered to by staff members consisting of clear change documentation, resources on site, security escorts aligned and assurance of commenced safety training prior to any on premise execution of deliverables.
•Collaboration with PMO weekly reporting, metrics and health of program ensuring executive sponsor and key stakeholder awareness.
Support Teams and critical stakeholders with exceptional details of impacts, risk analysis, and daily reports ensuring key communication is shared early and often.
•Facilitate weekly executive summary presentation to Senior Leadership in clear, concise manner ensuring our executive sponsor, senior leadership are informed of program status in executive format.
•Quality assurance cross checks with key technical resources ensuring deliverable's are executed with superior results.
•Manage HPSM daily change management tickets, and participate in corporate daily SVP, CAB call to vet daily infrastructure changes holistically.
•Glean Lessons Learned from a site by site basis to document for subsequent sites and make logical se of corporate SharePoint.
•Composed a program level, effective communications management plan to ensure all roles & responsibilities are updated, and hold resources accountable for their responsibilities, back up planning resources and ticket documentation and closure.
•Daily/Hourly updates to fast moving program/project plan, tracker and summary files, and associated RAG status (Red, Amber & Green).
•Closure with all service tickets, lessons learned, vendor billing, management reports and QA.
Dover Corporation (Via short term contract through Tek Systems): - November, 2016 to December, 2016
PMO/Governance Manager
Core responsibilities and initiatives:
•PMO Development Consulting engagement to develop and ratify data governance management under the new senior leadership team, reporting directly to the CIO.
•Establish PMO best practice utilizing PMI, ITIL V3 and template development.
•Established Change Advisory Board, operating guidelines and process mapping.
•Developed Portfolio dashboard for projects and programs.
•Produced Executive Summary for CIO encompassing all program activity.
•Collaborated with SME’s/Architectural and engineering to outline key IT/ organizational standards, utilized NIST standards.
•Developed Resource allocation across multiple work streams.
•Engaged with the Security, Infrastructure Transformation, HR and other significant LOB’s to interpret requirements, publish metrics and establish project weekly updates/RAG status.
•Established lean, yet engaging on-boarding program for new IT FTE/Consultant resources ensuring a smooth transition into the organization.
Network Data Systems: - September, 2015 to May, 2016
Senior Program Manager, Delivery Services
Provide overall management and support for concurrent projects across multiple products. Serve as a conduit between customers, management and the development team. Apply ITIL V3 best practices to ensure projects run consistently and that risks are qualified/quantified and communicated.
Work with VP of Development to define and plan new, quality business initiatives to maintain adherence to defined standards. Parallel my efforts with Development Manager, QA Manager and PMO management teams to ensure governance processes are executed successfully.
Core responsibilities and initiatives:
•Director and key single point of contact for strategic accounts to establish lean data governance enhancing program operational efficiency and productivity.
•Dashboard reports on the current program, future opportunities and client issues.
•Directed a national team for major US airlines to conduct wireless assessments in all HUB airports to successfully produce key performance deliverables utilizing Aruba airwave technology which produced heat maps and diagrams.
•Managed large infrastructure, firewall global migrations (Cisco sidewinder), network assessment implementations utilizing tools such as Risc and NetBrain to deliver heat maps and make recommendations to increase service levels by identifying all end points, routers, switches etc. for global manufacturing organization.
•Ariba Network implementation with upstream and downstream modules and successful testing with key end user base.
•Bridged the gap between Senior Leadership expectations and engineering decisions by communicating effectively service delivery planning including resources management.
•Served as principal contact between client and organization to ensure 100% client satisfaction with delivered Infrastructure products and services.
•Directed extensive face to face client meetings requiring up to 25% travel annually.
•Developed and managed onboarding managed service migration plans to prepare seamless transitions to the MSP environment.
•Improved product experience by collaborating with engineering to develop fixes requested by customers in the most cost effective manner.
•Reported out on health of product and team performance against established service level agreements at monthly upper management reviews.
•Effectively partnered with teams to meet and surpass service level agreements and hold vendors accountable for promised service levels and participation.
•Facilitated complex virtual and linked teams in multiple organizations.
•Created communications, staffing and stakeholder management strategy.
•Facilitate cross functional retrospectives on all internal and external initiatives to build a robust historical library of successes and failures to glean throughout the organization.
Carousel Industries: - November, 2011 to September, 2015
Corporate Program Management Practice Lead, Professional Services
Hybrid role of service delivery management and client oversight for program delivery of strategic, premiere and global account management.
Proven leadership of building strong team environments that invoked high quality standards. Lead multiple large planning and execution teams inclusive of multi-vendor and network carriers to deliver consistent, superior results with a key focus on customer, quality infused satisfaction.
Core responsibilities and initiatives:
•Director of all program leads on strategic technology accounts ensuring consistency with our portfolio of proven methodologies, learning portal and one on one mentoring for PMO staff.
•Composed and authored educated business case documents to present market trends and any performance gaps to be addressed with innovative opportunities for corporate and vendor management improvements.
•Senior Strategic Portfolio Manager of premier accounts with YOY revenues between 12 to 15 million.
•Managed complex new, redundant data centers for leading insurance organization inclusive of coordination with all vendor partners to initiate, plan, execute, test and successfully deliver redundancy within their network.
•Enterprise resource planning and implementation (ERP) with NetSuite
•Flatten and consolidate Avaya telephony enterprise network program inclusive of over 80 locations and redundancy within their data centers.
•Managed large Las Vegas chain of hotels, resorts, casinos, local corporate offices and data center to replace entire data infrastructure (Avaya data fabric technology), created onsite POC of product and ensuring adherence to IT standards and data governance with superior delivery and implementation.
•Define, plan, execute and control product and service delivery requirements, release plans, risks, and schedules along with tracking multiple tasks and laterally spreading communication status, risk levels and issues.
•Collaboration and strong communication, both written and verbal with C suite stakeholders to address issues, improve alignment with business strategy and optimize program execution.
•Develop and interpret policy, creating an environment that fosters sustainable momentum for the program (i.e., removing barriers both inside and outside the enterprise), and consistent audits of the portfolio queue and metrics ensuring quality, profitability and sustainable, repeatable measure to retain existing clientele, and new pre-sales expertise.
•Clear initiation complex program review workshops to address all deliverables of a client’s technology design, scope, development and production to ensure clients deliverables were outlined and change control kept to controllable levels.
•Collaborate with management teams to consistently improve and development new quality tools, techniques, policy and procedures.
•Interview and directed the recruitment process of the program management team and the selection of consultants and outsource-vendors.
•Demonstrate steadiness under pressure ensuring focus on critical objectives and momentum within the team while maintaining quality audits and standards.
•Mentor (and perform) formal risk management assessments, qualify and quantify all risks into a managed register.
•Define the resources required for completion of our client’s technology solution and allocation/load-balance resources accordingly.
•Conflict management with critical resources to maintain a positive, motivating work environment.
•Evaluated the timely performance of disparate teams working on a program and documented the progress accordingly.
•Fosters and cultivates a highly-motivated resource and vendor management team.
Aspect Software: Lombard, IL, April 2010 to November 2011
Senior Project Manager, UC Client Services
Leader in the corporate PMO office, my core responsibility was management of the MS Lync program/team. Maximize client and end-user satisfaction, ensuring 100% functionality. Build and lead high-performance teams, setting new standards for service and success. Assemble and integrate resources in order to provide superior services and support for large client base.
•Management of Aspect UC solutions delivery serving as single point of contact for customers and internal cross-organizational resources.
•Manage multiple, concurrent implementations with variant levels of complexity for single, or multi-site customers.
•Development, maintenance, and management of the Program/Project baseline schedules, project budgets utilizing a variety of tools, techniques in alignment with the PMO.
•Overall accountability for achievement of project financial objectives.
•Provide status reports and metrics/measurements throughout the project lifecycle.
•Proactively identify and resolve project issues and facilitate the resolution process.
•Maintain and enhance customer relationships with a proactive approach and constant communication.
•Successfully managed multiple concurrent projects specializing in Microsoft Unified, relocations, new Communications/ telephony application installations, upgrades, facility and contact center roll outs.
•Schedule, facilitate and lead on-site project kick-off meetings, weekly conference calls and all aspects of information distribution associated with the communications management plan with a key focus on program risk, quality and understanding stakeholders’ needs.
Technology Solutions Group: Aurora, IL, February 2006–April 2010
Corporate Program Manager
•Successful startup of new Program management office (PMO), inclusive of mentoring Project Managers on new “Center of excellence”.
•Strategically aligned all regional office operations to new organization PMO functions, processes, policies, procedures and successfully trained on newly developed tools/techniques to improve overall business direction and consistency across the organization.
•Leadership over multiple concurrent programs specializing in Avaya VOIP telephony application installations, upgrades, relocations, new facility and contact center roll outs.
•Delivered internal and external program management efforts with Avaya solutions for both large customer base and internal development of the corporate PMO.
•Managed both internal Capex and Strat-ex corporate initiatives,
•Strategic, high profile customer roadmap development including cost budgeting resulting in excess of $25 million of successfully managed budgets.
•Developed PMO IT baseline project plans to ensure consistency within the Project Management portfolio, encompassing key milestones and deliverables, including utilization of network analysis, PERT, critical path analysis and Gantt charts.
•Monitored project status and tasks through use of MS Project, excel and other management systems, tools and techniques.
•Issue Resolution process management, leading high-profile, and strategic programs; recognition received consistently from Senior Leadership and key stakeholders for historical program successes and achievements.
•Identified the technical resources required for execution of projects by continuous, relevant communication with Sr. Management, program sponsor, stakeholders, various business units, individual contributors, sales personnel, and contracting firms for outsourced scope.
Ameriquest Mortgage: Schaumburg, IL, January 2004–November 2005
Sr. Project Manager
•Managed office relocations and new facility retail branch and regional office programs encompassing all planning, meetings and documentation of project plans utilizing primavera and MS project.
•Directed staff on all regional and branch office relocations and new facilities to ensure all Avaya technology requirements are met in accordance with corporate standards, policies and procedures coupled with constant support of their ongoing technology needs.
•Managed corporate infrastructure data center (Avaya enterprise) and managed more than $10 million in budgets for new call center roll outs throughout the corporate enterprise.
•Reviewed and approved project plans for conformance to program strategy and project plan and schedule.
•Worked collaboratively on the design, development and implementation of long-term strategic and tactical plans related to VOIP infrastructure.
•Coordinated network carrier services for remote office locations to include voice/data circuit planning, and test and turn-up through production.
•Negotiated vendor contract to ensure that customers received quality service network and high customer satisfaction.
•Provided the interface to internal and external users for voice services and the strategies that will be developed to meet their requirements.
McDonald’s Corporation World Headquarters: Oakbrook, IL, August 1995–December 2003
Sr. Project Manager
•“Outstanding Performance Award” from McDonald's Corporation World Headquarters’ Senior Management for 2002 Winter Olympics Technology Program in Salt Lake City, UT
•Recognition for leadership, and outstanding success on a 23-million-dollar corporate program
•Established standard Program Management operational procedures and implemented program standards and methodologies.
•Managed Avaya Enterprise strategic programs both internal and external to the corporation, including new “brand” restaurant encompassing multiple store openings annually and a major restack project at the corporate office which encompassed four buildings, more than 100 departments and 3,000 end-user relocations.
•Participated in all aspects of voice planning and network design, and managed outside vendors in the implementation of production systems to meet department and corporate goals.
•Provided the interface to internal and external users for voice services and the strategies that were developed to meet their requirements.
•Led technical discussion on existing and new Avaya technology and provided the direction for the voice network infrastructure, including meetings with customers, third-party vendors and other networking groups.
•Interpreted user requirements into strategies and network infrastructure solutions, negotiated contracts with suppliers to meet goals and managed vendors and contractors to ensure customers received quality service network and high customer satisfaction.
•Procured service providers, vendors and business partners to troubleshoot network and telephony hardware and software issues.
•Reviewed project closure procedures encompassing lessons learned, variance at completion updates for project historical records management and contract closure.
Education/Training
•DePaul University, Department of Computer Science, IT, Electrical Engineering
•Strategy and Program Management, 2001, HU-MCD Corp
•PMI-ACP training completion
•ITILV3 Foundation
•Microsoft Unified Communications
•Microsoft Lync 2010
•Microsoft Project 2010
Professional Memberships
•Project Management Institute (PMI), since 2000
•Infragard, Cyber Security Forum, Chicago Chapter-Homeland Security/FBI forum
•National Institute of standards and technology-(NIST) is the federal technology agency that works with industry to develop and apply technology, measurements, and standards
•http://www.linkedin.com/in/lpaprota - Several recommendations listed on my linked in profile
Technical Certification
•Project Management Professional (PMP), Project Management Institute (renewed/Expires: 22 Mar 2018)
•ITIL Foundation, 2016
•DePaul University, Department of Computer Science Telecommunications Certification-1993
•Yale University, Humanities, Sociology, Theory of Literature I-II (Yale online)
References
•Armando Chacon, Account Management, Carousel Industries-Coventry Health Care
•Thomas Belliveau, Senior Vice President, Professional Services-Carousel Industries
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