Project Manager
Resume:
RACHAUN REID PMP
**** ******** **. ******* ** ***68
************@*******.***
Ph: 770-***-****
RESUME OVERVIEW:
Experience in the management of Infrastructure, Application Development, and Software Implementation projects, via the SDLC
Experience in the creation, presentation and maintenance of PMO standards, SLA’s, and enterprise methodology.
Experience with stakeholder management - project level (Identification, RACI creation, RCAI execution)
Experience in presenting PMO metrics to Executive leadership.
Experience with EAM (Enterprise Asset Management) applications.
Experience in handling virtual./off shore teams and virtual work environments.
Proven ability to identify, analyze and solve problems based on PMI principles and PMBOK methodologies. (PERT, Critical Path, Roll wave, etc.)
Proven ability to effectively utilize PMMS (i.e MS Project, Project Server, Clarity PPM) as needed by an organization.
Utilized Enterprise Asset Management (EAM) to manage the entire lifecycle of physical assets resulting in reduced operating costs, better managed capital expenditures, improved EHS performance, and asset utilization.
Conduct planning & knowledge transfer sessions between departments.
Responsible for project WBS creation, tracking milestones, task progression (dates, durations) to provide accurate project reporting via SharePoint, MS project and MS Excel.
Prepared weekly management reports (via Rally, MS excel pivot charts) summarizing project performance against approved plan and budgets.
Developed detailed project schedules, project estimates, resource plans, and status reports; tracks key project milestones and adjusts project plans and/or resources to meet needs of customers, reporting to various levels within the organization including Senior Leadership.
PROFESSIONAL EXPERIENCE:
The Select Group/ Randstad, Contract Position at Fiserv Corp.
February 2017 – Current
Project Manager (Infrastructure & Application dev projects)
Major Duties include managing a mixture of projects (small, medium, large) app dev, infrastructure, and testing support projects. (Projects budgets range from $55k – $775k)
Responsible for normal project document deliverables, WBS creation, tracking milestones, task progression (dates, durations) to provide accurate project reporting via SharePoint, MS project and MS Excel.
Utilized Clarity PPM to monitor and track team resource hours.
Methodologies used: Agile, Waterfall, Scrum (As a backup to the CSM)
Managed project stakeholders of all levels
Accenture, Pyramid Consultants, Contract Position with ATT & Cox Communications- Atlanta, GA
February 2015 – October 2016
Project Manager (Infrastructure & Application dev projects)
Major duties included working for ATT [Digital Entertainment Technology] and Cox Communications [Cox Video Middleware] in the successful management and implementation of a Application Development project ($3M) and a B2B software delivery project for $1.8M (the configuration of 4 Cisco servers to perform targeted advertisement for a demographic and the corresponding code)
ATT project was a Legacy Wireless ID Migration program (migration from the desktop platform to the mobile platform)(1 parent project and 2 child projects)
Cox Project was the second phase of the Video on Demand; Digital Ad Insertion program.
Responsible for managing offshore team of up to 20 resources.
Utilized Clarity PPM to monitor and track team resource hours.
Methodologies used: Agile, Waterfall, Scrum (As a backup to the CSM)
Managed project stakeholders of all levels
Zero Chaos (Cox internal Contract hiring in Atlanta, GA - Cox Communications
July 2014 – Oct 2014
Program Coordinator (Infrastructure & Application dev projects)
Major Duties included the creation and maintaining the program financials, tollgate documentation and collection of decision gate input for a $3M, 4 project B2B program. (Cisco conference phones provisioned with Customer information (Software delivery/ infrastructure). The information was gathered via PPM and housed in a SharePoint site. This information was accessible to executives and PMO.
Creation of required weekly reporting (financials, documentation progress, etc.)
Served as the SharePoint level 2 administrator with SharePoint development duties via SharePoint Designer.
Utilized Clarity PPM to monitor and track team resource hours.
Managed project stakeholders of all levels
Methodologies used: Agile, Waterfall, Scrum (As a backup to the CSM)
MDI Group, Contract Position in Atlanta, GA - SunTrust Bank
Nov 2013 – Jul 2014
ERP Program Manager I (Infrastructure & Application dev projects)
Major duties included the Customization, Implementation, and maintenance of the $5M HCMS integrated project plan for a large Human Capital Management System Implementation via MS project. This project was for the enterprise-wide implementation and configuration of Workday. This project affected approx. 30,000 employees.
Responsible for managing 15 small to mid-scale projects (HCMS work streams) in accordance to the SOW to support the successful implementation of the new applications and systems (modules) in both a Waterfall and Agile hybrid environment.
Responsible for tracking milestones, and WBS progression (% completion) for all 15 work streams in order to provide accurate project reporting via MS Project and MS Excel.
Responsible for tracking the training of the new customer support resources who serviced the new system.
Managed project stakeholders of all levels
Methodologies used: Modified Waterfall
Synergis, Contract Position in Atlanta GA - The Southern Company
May 2013 – Oct 2013
Project Manager (Infrastructure & Application dev projects)
Major duties include: the manage and facilitation of 4 short term IT projects – 2 infrastructure (Server decommissioning/Unix Data Migration (101 physical- Unix DMX servers to virtual-Solaris VMAX servers), and a footprint wide telephone trunk swap out, via a vendor), and 2 software enhancement projects (B2B ticketing enhancement, and updating the website for their cellular company) in a waterfall environment. The 2 infrastructure projects totaled $50,000, and the 2 application development projects totaled $2M.
Facilitated requirements definition workshops (JAD sessions).
Responsible for the facilitation of the weekly departmental staff meetings.
Managed project stakeholders of all levels
Apex Systems, Contract Position in Sandy Springs GA - Elavon Inc.
January 2013 – April 2013
PMO Process Engineer
Major duties include the management and facilitation of 3 internal PSO projects. (Defect tracking process improvement $40,000- 10 resources, Toll Gate process improvement $50,000 - 15 resources, JV tollgate SLAs creation- 4 resources- $50,000
Managed project stakeholders of all levels
Methodologies used: Modified Waterfall,
Contract Position in Sandy Springs GA - First Data
August 2012 – December 2012
Project Manager
Responsibilities include gathering data from Contingency Workforce (International and contractor) resource pool data bases (Clarity, beeline, GSS) and distributing to managers for validation of worked hours through a validation tool.
Brought in on a short term project specifically to take over the intermediary Contingency Workforce validation tool.
Charged with analyzing and streamlining the validation process for efficiency until a permanent Clarity based tool is implemented.
Managed project stakeholders of all levels
Methodologies used: Modified Waterfall
K Force, Contract Position in East Point, GA - Delta Airlines
Sept. 2011- May 2012
Project Manager
Responsible for the 3rd phase of the SNAPP (Single Network Application) program as well as 5 smaller initiatives that were periphery to SNAPP or Lobby. This was ended up being a $40M project in a Waterfall environment.
The Lobby phase of the SNAPP program was the consolidation of 16 different systems into on GUI interface. This interface will eliminate the use of the native Deltamatic system at Lobby area of the airport.
Tasked with bringing a failing $22M B2B project that was 2 years behind schedule back on schedule with an approved revised budget projections, and approved revised deliverables.
Developed a revised Project Management plan (schedule, budget, testing, implementation) to clearly define the remaining project requirements and determine an appropriate solution design.
Lead team of business analysts, developers (onshore and offshore), User experience resources, and Enterprise Architects.
Motivated and managed project efforts of team members / stakeholders(40 onshore, 20 offshore)
Methodologies used: Agile, Waterfall
Key Achievements
Successfully came in mid project and steered a failing $22M project that has an enterprise wide footprint in a timeframe approximately 1/3 of the originally scheduled effort.
Successfully analyzed and recommended several schedule contingency options for Executive leadership that allowed for a successful customization and Implementation of the project that met business objectives.
Reed Data Construction, Contract Position in Norcross, GA - Reed Data Construction
June 2011- Sept 2011
Project Manager
Brought in to Manage 90-day the discovery phase for a PCI compliance initiative. The PCI compliance was for B2B eCommerce.
Due to the importance of the project and the locations of the project team members stakeholders (US, UK), we utilized MS Project and Project Server to assist in a synchronized and secure project plan.
Coordinated with clients various business units (finance, accounts receivable, collections, etc), IT development & testing teams to drive the tasks and activities required to develop scope, outline activities and complete the deliverables.
Methodologies used: Agile, Waterfall,
Wabash Consulting, Contract Position in Atlanta, GA - Norfolk Southern
Sept. 2010- Mar. 2011
Project Manager
Major duties included bringing 5 troubled, multiyear projects back on track. (XP to Windows 7 migration ($40,000, 30 resources), SMS to SCCM migration ($54,000, 40 resources), Altiris implementation ($30,000, 10 resources), RIT deployment ($20,000, 15 resources), Records Management (process improvement and policy implementation, SAP Implementation- PCLAN tasks) ($50,000, 4 resources) in a modified waterfall environment.
Worked closely with internal/external clients including heavy interfacing with, Executive Leadership (AVP, VP), vendors (Symantec) and clients (Internal, SAP, Microsoft)
Managed project stakeholders of all levels
Methodologies used: Modified Waterfall
Fulltime position - Floor Supervisor/Quality Assurance Champion
June 2009- August 2010
Ryla Teleservices- Kennesaw, GA
Provided exemplary customer service to the client base through the daily management of a 10 - 12 employee business unit.
Participated in the interviewing and hiring of employees (both front line and supervisory positions)
Resolved customer escalations via risk and issue management training.
Monitored, and developed my business unit via performance reports, using those metrics to identify areas to improve, and implement measures to improve performance levels and meet objectives.
Performed quality monitoring on team members & provide feedback as needed.
Audited department processes & identify / implement areas for improvement
Assumed a direct role in the training of new team members
Desktop Support Analyst/ Project Coordinator
Nov. 2006 – Jan. 2009
Fundtech Corporation – Norcross, Georgia
Supported banking and financial support users and technicians through application specific web browser and windows based custom software for electronic banking.
Utilized knowledge of supporting modems, Crystal reports and related communication protocols in a Windows and DOS operating system environment.
Provided leadership for the client product support for the CASH Management, ACH, and payments software the Fundtech provides to its external customers.
Promoted to team lead where I was assigned to special projects and provided quality monitoring and became a contact point for the team.
Promoted to Project Coordinator and primary contact for $10,000 PFM training implementation within the support group, resulting in the training of our 12 member team on PFM software and PMF software implementation.
ESS Loss Management Co-Manager
Sept. 2004 – Nov. 2006
Wachovia Bank - Hapeville GA
Provided support and leadership to an eight person team of DBC fraud detection specialiats
Created training/coaching curriculum and materials in order to keep personnel aware and in compliance of all department production standards.
Given the assignment to establish an ESS Loss Management department in Hapeville GA.
Led $32,000 project to create, plan and conduct training of new hires in that new branch.
Combined training, coaching and post training quality monitoring resulting in the teams production improving 45-50% in the first 6 weeks following training, and with the teams reaching department production standards 33% faster than the North Carolina location.
Created a revised training manual and an Office SharePoint Server 2007 site to serve as a repository for the information. This reduced the required training hours by 20%.
Desktop Support Technician
Jan. 1997 – Sept. 2004
Wachovia Bank – Charlotte NC / Hapeville GA
Provided tier 2 technical support for customers who used the www.wachovia.com website directly or who used PFM software (MS Money, Quicken, Quickbooks) to pay bills from their Wachovia accounts.
Project manager on a group-wide infrastructure initiative to install and implement 5 workstations that contained supplemental software, applications, and operating systems to provide additional support and resources to the Wachovia.com Online Access team. This resulted in an 8% decrease in Average handling times and a 10% increase in customer satisfaction survey scores conducted by Gallop.
EDUCATION
Master of Project Management
Keller Graduate School of Management, Decatur GA (2009)
Master of Business Administration with a Concentration in Information Systems Management
Keller Graduate School of Management, Decatur GA (2008)
Bachelors of Arts in Political Science
University of North Carolina at Charlotte, Charlotte NC (2006)
CERTIFICATION
Project Management Professional (PMP) – (PMP #1228717)
TRAINING:
PMI/PMP/SDLC methodologies
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