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Project Manager Information Technology

open to location, position, duration
January 02, 2018

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HARRY LEONARD Aurora, IL **504 (772) ***-****


Senior Level Program/Project Manager with over thirty-two years of extensive experience and knowledge in the management and development of financial and general business applications with a particular expertise in banking, insurance, and credit card processing. Program and/or Project Management skills include program office creation, infrastructure development, capacity planning, budget planning, resource management, setting target and completion dates, quality assurance, clean management, and a strict adherence to project lifecycle methodologies. Most recently, Senior Executive positions to include Chief Operating Officer of multinational Aviation and Defense Support organization. The Go-To-Person for challenged projects.


TRIDENT ENTERPRISES, April 2009- Present

Consulting position initially performing the duties of Senior Information Technology Officer for an Aviation and Defense Support organization in the Southwest. Later assumed the Senior Executive position of Chief Operating Officer as the corporation expanded into a multinational organization.

Additional responsibilities included the development and implementation of processes to support departmental structure for enterprise management of Network Support to include Voice and Data Communications, Hardware and Software acquisition and support; Sales and Work Order Request and Tracking and processes that permitted our outside suppliers to interface with the organization with minimal overhead and disruption there-by maximizing on the time zone differences within the U.S. and other countries.

Individual projects were created to fulfill requirements for weapons system delivery resulting from signed contracts with our NATO partners. Each of these projects were typically completed with a team size of 5-8 members using the Scrum project management methodology although a couple of the more complex and lengthy projects required larger team size and lasted 6 -9 months. For the larger projects Agile project management methodology was used.

Consulting position performing the duties of Senior Information Technology Officer for a start-up Biodiesel enterprise. Responsible for developing departmental structure for enterprise management of Network Support to include Voice and Data Communications, Hardware and Software acquisition and support; Work Order Request and Tracking as well as Call Center Support. Responsible for acquisition of requisite personnel needed to perform the preceding responsibilities.

PROJECT OFFICE and SENIOR PM, Major U.S. Insurance Company, April 1998- April 2009.

Senior Project Manager responsible for Y2K Program Initiative for a major insurance company in the central U.S. Through several project managers and approximately 1600 other resources responsible for all necessary activities required to assure that the enterprise's 170 million lines of mainframe code and 145,000 workstations and the associated applications remained capable of normal operation into the next millennium. This included departments and strategically aligned groups which were responsible for Quality Assurance, Clean Management, Inventory and Infrastructure, Project Planning and Administration, Strategic Testing, Business Continuity and Planning, Facilities and Equipment, Supply Chain Management, Non-Systems Supported Systems, Networks, mainframe and Client/Server applications.

January 2000 assumed the position of Program Office Project Manager for PeopleSoft Enterprise Resource Planning program. This position entailed managing the creation and implementation of a project office for a large ERP initiative. This project included 3 sub projects each having a separate project manager reporting hierarchically to the Program Office Project Manager. The Program Office was responsible for development of all strategies, processes, procedures, metric measurements required to provide consistency in reporting and product quality to include budget and schedule compliance for 1,000,000+ man hour program. Once the above had been completed and stabilized, trained and transitioned on-going support to multiple client Project Managers.

Later assumed project leadership of challenged production roll-out project for PeopleSoft HR v7.0 to v8.0 conversion. After successful completion of the foregoing project was assigned as Project Manager of the following PeopleSoft projects: eBenefits, HR 8.0 Enhancements, Employee Self-Service, and an Employee Compensation enhancement project.

Subsequent to completion of the PeopleSoft projects was requested to assist in the formation of a similar

Project Office for a rewrite of the client’s core business processes. This was a program spanning more than 5 years consisting of many very large integrated projects. After establishing and manning the Project Office for this extremely large and complicated Program I was requested to assume leadership of a couple of challenged projects within the Program. I subsequently became Project Manager over one to five active projects simultaneously. My project sizes ranged from a low of 22,000 man-hours to a high of 255,000 man-hours, with the average being approximately 122,000 man-hours.

SENIOR PROJECT MANAGER, Major U.S. Charge Card Company, June 1992-March 1998.

Responsible for project development and implementation of a 41 database Global Financial Capture system, which captured input transactions for Accounts Receivable, Accounts Payable, Revolving Credit Card, and transactions routed from foreign centers. The development was accomplished across multiple continents and implementation required an extended stay outside the United States. The development team was comprised of 14 individuals from several different disciplines, and included client employees and multiple consulting companies, both domestic and offshore. Also served as a team leader for a group of client employees responsible for the development and on-going support of multiple major client mainframe applications. Responsibilities spanned both application and client personnel development and performance review. As a part of the mentoring responsibility, was chartered with the task of enhancing the general expertise level of the group and training. Also functioned as a senior team member on two System Refurbishment pilot projects conducted in an off-site environment. Also participated as a team member on the control system for a Marketing Data Collection & Analysis Project. This extremely successful project collected data on cardmember spending habits and resulted the production of targeted marketing material.

DIRECTOR OF INFORMATION SYSTEMS, Luckygraph S. A., September 1991-June 1992.

As the Director of IS for this multi-national lottery management company, was responsible for and utilized project management, design, development, and implementation skills for the support of information systems and future product development. Application development duties included General Ledger, Accounts Receivable, Accounts Payable, Inventory Control, and Bid Request/Response. Also, responsible for performing project management in a multi-national, multi-language, multi-location environment. Each location averaged between 25 to 55 workstations.



San Diego City College, San Diego, CA, Cerritos Community College, Cerritos, CA,

Bellermine College, Louisville, KY Indiana University, Jeffersonville, IN

Sophia University, Sophia Bulgaria

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