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IT Service

Hialeah, Florida, United States
March 11, 2018

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**+ Years of IT Program Project and Operations Leadership Successes

$2M Project Size of Product/Services 5+ SMEs (On/Offshore) 2 Yrs Duration

Delivering High-Impact Oracle Enterprise Systems (ES/ERP: EBS, HCM, SCM, CRM, ECM, EPM & EDWM), Analytics and Business Intelligence (BI) Solutions

Versed in Oracle EBS, ASCP, OTM, HCM, HFM, oBIee, OIM, SCM, CRM & OTO in Oracle Public Cloud service (SaaS/PaaS/I-DaaS) pyramid or On-Premise service

Dynamic Hands-on Expert Project Lead Change Agent Data Scientist

Building Transparent Scalable PMO, QA, Risk, Audit Processes and Controls

Multiple Best Practice Industry-Recognized IT Certifications Other Awards

Proficient in AGILE-Scrum framework, CRISP-DM model and SDLC-Waterfall method with expertise in many project delivery tools and scripting languages


Miami, FL 33179 305-***-**** IT PROFESSIONAL MANAGEMENT Collaborate and contribute proactively to enhance growth Fueling growth and profitability via prudent

planning, process improvement and

adaptable project leadership

in IT solutions deployment




Valued Strengths

IT Program / Project Management

Business Process Improvements

IT Service Management & Support

Change & Turnaround Management

IT Operations Management

Risk Management Audit Compliance

Integration ETL / EII/ EAI/ QA / Testing

System Analysis / Design / Development

Data Science Warehousing / Mining-Analytics

Business Intelligence / Data Governance

IT Consulting & Advisory Services

Vendor Negotiation & Management

Procurement Management

Team Leadership & Motivation

AGILE SDLC SoftwareDevelopment

12+ Years of Impactful Technology Success

JASMICS FOUNDATION INC., Miami, FL Nov 2017 to Present Nonprofit 501(c)(3) organization championing children health and learning services Operation Management Office (OMO) / Project Professional Contracted to drive overall planning, development, implementation and support of IT and operational strategies to fuel donor stewardship encompassing seasonal giving campaign development, multi-channel advertising digital marketing via social media and email. Lead operations streamlining, IT infrastructure optimization, database management, and statistical reporting enhanced transparency. Deliver QA service for charity fundraising to vendors and resolve key issues with fundraisers and service providers. Also:

• Manage project scope and resources, and remediate risks and issues by creating adaptable project plans, budget estimates, functional and technical specifications, etc consistent with established service delivery and change management processes.

• Research and develop content strategy and optimize content to grow the community most effectively across social media.

• Deploy business logic for Analytics and BI using open source scripting tools like SQL, R, Python, etc and MS Office Suites.

• Organize detailed weekly Ads campaign analytics status reports of clickthrus, etc and strategy recommendations. Track detailed Ads analytics to measure and realign goals, ensuring engagement and growth across Facebook, Twitter and Google.

• Establish objectives and KPIs as benchmarks for measuring impact and success of fundraising initiatives net of BOTs clickthru.

• Provide regular status reports, conduct team meetings and maintain operational documents, including the SOP Manual.

• Liaison and coordinate services with vendors and Group’s Project Leaders like graphic designers, marketing and others. IT / Operational Leadership

Increased sponsorships 10%+ annually by streamlining fundraising campaigns.

Bolstered major donor cultivation and solicitation by launching institutional, data-driven seasonal giving programs. ORACLE MANAGED CLOUD & CONSULTING SERVICES, Miami, FL Jan 2004 to Oct 2017 Leading provider of IT ES eBusiness services with $30B+ revenue and 5000+ consultants; ES/ERP like EBS Financials GL, AR, AP, FA, Inv, etc Program Project Management Office (PMO) / Project Professional Recruited to manage full lifecycle of various Oracle ES projects six constraints––scope, cost, schedule, resource, risk and quality for new installation, upgrade or migration implementation project infrastructure and applications. Provided the required leadership on Pete Shomade, Page 2

Miami, FL 33179 305-***-**** multiple medium sized projects or larger more complex projects by inspiring team members to attain project goals and meet the expectations of the project sponsor as documented in the Project Charter. Created and executed project work plans and refined them accordingly to meet changing needs and adapting the established project management processes and methodology. Undertook the overall direction, coordination, implementation, execution, control and completion of programs ensuring consistency of the multiple projects to company strategy and governance. Projects included many ERP applications and modules functional and technical tracks. Also, managed, planned and administered program governance and operation of IT and Business project teams which were assigned to a related set of medium and larger sized and complex concurrent projects consistent with the defined processes of the PMO. Worked across multiple business areas to manage and support both IT and business deliverables including RFP development. Formed strong relationship with the stakeholders to escalate project issues and expedite remediation effectively within SLA for timely status updates. Further, specific hands-on responsibilities included:

• Accountable for delivering medium to large projects on-time, on-budget, and meeting functional and quality specifications.

• Understanding and consistently managing internal or external customer expectations within the scope of the project role.

• Collaborating, developing and sustaining relationship with business partners including system integrators (SI) and vendors. Completed deliverables by collaborating with SI––OCS, Accenture, and Deloitte.

• Experience with medium to large, innovative new product development initiatives involving multiple technologies, stake holders and business processes to align to business benefit. Regularly communicate progress status for governance.

• Determining appropriate method, framework or model for delivering project type: SDLC-Waterfall for ES (ERP, SCM, CRM, etc) and/or AGILE-Scrum for custom development to create a new product increment or ES integrations like interfaces.

• Ensuring procurement and provisioning of facility environments for migration, upgrade or fresh install implementation are consistent with the approved solution design for the On-Premise or Cloud service (SaaS/PaaS/I-DaaS) pyramid model: o Infrastructure: Scalable configuration and sizing of hardware and software at the Data Center with high availability capacity requirements specific to CPU, VM, Memory, Storage, etc for performance optimization business needs. o Infrastructure: Network connectivity resilience with secured Firewall and enhanced VPN and/or other options. o Applications: Complete infrastructure works above as dependency for implementing ES and platform custom works. o Applications: Software configuration, setup, development, testing, deployment, production and support adequacy. o Support new and existing systems during upgrade or migration implementation type for minimal cutover impacts.

• Use of established scheduling techniques to derive the project schedules, identifies the critical path and potential risks; used MS Project/Visio for SDLC-Waterfall and Confluence or Jira for AGILE-Scrum to effectively apply scheduling standards and enforcing them with the project teams. Leading Project Team to maintain project work plans and firm required deliverables.

• Use of approved processes, templates, and tools to execute project delivery and obtain waivers for acceptable exceptions.

• Identification of resources needed to complete work and collaborates with resource manager(s) to assemble appropriate skills/teams and resources. Communicate project priority and set project task priority for related teams.

• Work with functional area managers to align resources to integration plans. Work with cross functional implementation teams to firm activities and ensure project requirements and deliverables, system performance and objectives are met.

• Driving integration and testing decisions, process improvements, change management, quality assurance and audit reviews.

• Managing Issues, risks, and changes using appropriate and agreed upon control processes and tools established by the PMO.

• Report team progress and escalate issues for quick resolution using: MS Office Suites (Excel, Word, PowerPoint, Access, etc).

• Versed in scripting languages (SQL, SAS, R, Python, etc) and visualization tools (OTBI-P, MS Power-BI, etc) for analytics and BI.

• Define, track and communicate appropriate key performance index (KPI) measurements to project teams and stakeholders. Forecasting, managing, and reporting on project KPI such as financials, planned and actual project schedule, and resources utilization. Understands revenue and cost model to projections making decisions and managing forecast v actual variance.

• Facilitating Project Reviews and providing information for audits, status reports/dashboards, and Executive review meetings.

• Leading cross-functional customer teams training and executed intensive progress status consultations with multiple stakeholders (sponsors, CXOs, VPs, and others). Develop, conduct and publish training framework and materials.

• Maintaining a positive and productive work environment for the team; identifying and resolving staff interpersonal issues.

• Coaching, mentoring and guiding other project team players across multiple teams (IT & Business areas) as appropriate.

• Providing input to performance appraisal on the project activities for participating team players in both matrix and/or functional organizational structure of ongoing project engagement.

• Driving process improvement efforts and solution orientation and communicating impact of organizational process changes. Impacts to the Bottom Line via PMO Leadership

Grew overall ES revenue opportunities to $20M+ by expanding existing project assignments and growing new customer accounts, in close partnership with sales and portfolio managers. Pete Shomade, Page 3

Miami, FL 33179 305-***-****

Increased team’s repeat business by $5M+ in incremental revenue by delivering value-added IT solutions to clients and enhancing quality assurance and audit compliance processes across all project implementations––earning awards. Leveraged industry best practice methods, frameworks, models and tools to improve project delivery for client delight and retention. Continuous Process Improvements (QA, Audit, and Risk)

Enhanced project governance by 10%+ through building standard PMO processes, systems, and metrics based on industry best practices.

Reduced project risk by 10%+ via strategic analysis, tracking, and reporting of project ‘contract’ deliverables encompassing KPIs, budgets, schedules, including developing escalation and remediation processes. IT and Operational Gains

Improved overall service delivery performance by 92%+ through integrating operations, streamlining internal processes, and re- enforcing strict QA controls.

Enhanced executive management reporting accuracy and timeliness--enabling transparent data-driven decision-making for senior leaders and project sponsors.


Master of Business Administration and Management: NOVA SOUTHEASTERN UNIVERSITY, Miami, FL Bachelor of Science in MIS and Economics: MORGAN STATE UNIVERSITY, Baltimore, MD Industry Professional Certifications

Project Management & Service Support: PMP by, CSM & CSP by, and ITIL Foundation by Risk Management, Quality Assurance & Audit Compliance: CRISC & CISA by, and CIA by Analytics & Business Intelligence: Data Science (DS) by and candidate for CBIP by Technology Abstract

Methodologies: SDLC-Waterfall, AGILE-Scrum & CRISP-DM with Oracle Unified Method POC strategy for PJM, AIM/ABF, EDWM, etc Tools: HTML/PHP/XML, PL/SQL/T-SQL/SAS/JavaScript/Python/R/Hadoop/C++, MS SQL Server, Power BI, Project, Visio & Office Suites References

Available Upon Request

Major Projects Scope & Complexity Key Clients Successes Awards & Recognitions

• Led and completed various projects

ES eBusiness Financials, HR, Supply

Chain, Data Warehousing, etc of

average $2M size and 2-yr duration

• Implementation types include fresh

install, upgrade or migration in

cloud computing or on-premise

• Deploy global team of 5+ SME leads

of DBA, SA, NW, ESC and Support

Analysts mapping to Client/SI teams

• Air Liquide – Complex Install Footprint

• TKE – Major Release Upg / Cloud Mig

• Coke – Critical Upgrade Turnaround

• Metro POC / Veritev – Migrations

• Clopay – Major Release Upgrade Beta

• Alcoa – Complex EXA Major Upgrade

• JDSU – Critical Complex Upgrade

• Novartis – Complex Pharma EXA Install

• Genzyme – Complex Pharma Upgrade

• OMCS Pacesetter Award

• OMCS President’s Cup Award

• OCS Quality Achievement Award

• OCS Estimating Method Award

• 1st $1M+ RFP Win

“Consistently recognized for delivering

exemplary leadership in project

governance and stakeholder


Pete Shomade, Page 4

Miami, FL 33179 305-***-**** Appendix

Oracle Unified Method (OUM): SDLC-Waterfall and AGILE-Scrum - IT Strategy, SCRUM, PJM, AIM/ABF, EDWM, etc Source: Oracle Corporation – IT industry equivalent approaches for SDLC-Waterfall, AGILE-Scrum & CRISP-DM/EDWM as guides Oracle Unified Method (OUM) has:

• ENVISION/IT Enterprise Strategy to firm architecture, procurement and deployment option: On-Premise or Cloud service

• MANAGE/PJM consistent with PMI concepts to manage project six constraints: scope, cost, schedule, resource, risk & quality

• IMPLEMENT/IT industry equivalent approaches (methods, frameworks, models and tools): o SDLC – Systems or Software or Application Development Lifecycle stages for creating solutions o SDLC-Waterfall method phases for Enterprise Systems (ES/ERP: SCM, CRM, HCM & EPM solutions like EBS Financials GL, AR, AP, FA, Inv, etc) with AIM, ABF, etc and other deployments using MS Project and Visio for planning and design, respectively o SDLC-Waterfall method or AGILE-Scrum framework sprint increment for Software Product Development and Visualization of other ES and EDWM/OTBI-P under CRISP-DM model or any custom development work like integration of interfaces or data Also, Cloud/Fusion implementation has the built-in native Functional Setup Manager (FSM) model to generate each module project schedule and other artifacts like business requirement document replacing previous manual processes. FSM uses the AGILE-Scrum framework like Confluence, Jira/Trello or other tools to sprint applications configuration, setup, testing, data, interface development and deployment. The tool has dashboard of Product Backlog Items (PBI) for prioritizing sprint backlog work product next increment To-Do, In-Progress and Done with duration and owner. Further, the tool helps in collaboration, transparency, inspection, integration and adaptation to facilitate planning, execution and status review meeting and training. More, Scrum fits rapid custom development integration works for interfaces, data, etc that are dependencies for the timely on-premise ERP implementation too. Hence, project management may blend both approaches of AGILE-Scrum framework and SDLC-Waterfall method. POC Strategy preview is available. Pete Shomade, Page 5

Miami, FL 33179 305-***-**** Sample Weekly Status Report for Management Briefing Dashboard Removed KPI metrics statistical analysis slides on Financial Variance and Resource Utilization Variance due to confidentiality as recapped in MS Excel. Planning Budget Variance = Estimate – Actual

Financial Variance = Revenue – Expenses

Positive Variance = Budget Surplus or Financial Profit; green is good Negative Variance = Budget Deficit or Financial Loss; red is bad and requires corrective action to breakeven minimally Other optional sophisticated project financial investment analyses include ROI, NPV, IRR, Pay Back Period, Earned Value, etc Resource Utilization Variance = Availability or Capacity (Budgeted – Time Off) – Work Load Positive Variance = Low Utilization; red is bad and requires corrective action to deploy idle resource to be optimal Negative Variance = Over Utilization; green is good, but resource seems overloaded and requires balancing to avoid burnout Velocity or amount of work across iterations or sprints over timeline for long term planning Average Velocity = Backlog Story Points / Story Points per Sprint Consistent Velocity requires team cohesiveness and co-location for collaboration on deliverable increment else product and quality will be impacted Project Management tools required to enable a smooth project execution depends on scope, time and PMO need. For most projects, teams and any approaches (SDLC-Waterfall method or AGILE-Scrum framework), tools below are invaluable for timely communication, collaboration, facilitation, documentation, presentation and analyses. Ensure the project management software being considered has these tools: Dashboard, Gantt Chart, Scheduler and Tracking Reports for risks, issues, changes, financials, statistics, etc. Mostly, SDLC-Waterfall phases fit usage of MS Project/Visio and Clarity while AGILE-Scrum processes fit using Jira/Trello, Confluence, etc. MS Office Suites (Word, Excel, PowerPoint, Access, etc) are essential too. Service ticketing systems for incident, change and problem management under ITIL framework include My Oracle Support, Share Point, ServiceNow Pete Shomade, Page 6

Miami, FL 33179 305-***-****

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