Project Manager Management

JEFFREY J. WESTERN

Cell: 626-***-****

Email: *****.****@*****.***

SUMMARY & STRENGTHS

25+ yrs experience in the aggregate performing in the roles of IT Consultant, Documentation Specialist & Technical Writer, Project Manager, and Business Analyst, delivering IT business solutions to small, medium and Fortune 500 companies: AIG BOEING CDM DIRECTV FOX NETWORKS GROUP FRANKLIN HEALTH GEOFIN

MERCER MERRILL CORPORATION PFIZER PHYSICIAN’S WORLD REUTERS AMERICA RIVERSIDE PUBLIC UTILITIES SEPRACOR TOYOTA

D ocumentation, Project Management, Business Analysis and Front-End Planning – Scope out new projects and translate meeting discussions into business requirements. Take a real-world approach to meet milestones and delivery dates. Obtain stakeholder buy-in. Create detailed designs and any other project artifacts needed to move the project to completion.

C onceptualize – Gather, define and systematize business requirements and render as:

(1 ) Streamlined business processes

(2) Use Cases, User Experiences (UX), and User Stories handed off to developers for coding business solutions

(3) Functional software design specifications

(4) Project support documentation throughout the System/Software Development Life Cycle (SDLC)

B achelor of Science in Electronics Engineering Technology, DeVry University, Phoenix, Arizona.

S amples of IT business solutions are available upon request. SKILLSET

Project Mgmt methods & tools:

Kanban charting, MS Word, Excel, PPT,

MS Project, PlanView, Visio.

Software Development methodologies and specialties: Scrum, Agile, Waterfall, Kaizen.

XML web service calls, HTML, Wiki markup, Dynamic Page Language

(DPL), SQL.

Business & Systems Analysis:

Gather and define requirements and

render as Specifications, User Stories,

Use Cases, or User Experiences (UX).

Perform Gap Analysis to correct

database discrepancies.

Software support methods & tools:

SharePoint Server for DMS and workflow management, MediaWiki to house project documentation and artifacts (Bus. Rqmts, Software Specs, Quick Start Guides, Process Improvements/flowcharts, SOPs, software test, data dictionaries, Online Help, PSPGs (document templates). PhotoShop, InDesign, Acrobat, Captivate, Snag-It, WordPress. EXPERIENCE

ELIAS & COMPANY – Fabricator 12/2017 – PRESENT

At a manufacturer of electrical distribution power products, interpret manufacturing diagrams to prepare and fabricate sheet metal (galvanized steel, stainless steel and aluminum). TURNER IT PARTNERS, LLC– IT Consultant & Sales 1/2017 – 11/2017

Created eye-catching website to help market IT services to medium and large companies.

Initiated marketing campaigns and generated and pursued sales leads. RIVERSIDE PUBLIC UTILITIES – Process Improvement Consultant/Analyst 9/2016 – 9/2016

Developed PSPGs (Policies, Standards, Procedures, and Guidelines) templates to: (i) Streamline workflows, (ii) Provide consistency, i.e., a standard “look & feel” utility-wide, and (iii) Ensure SOPs comply with State and County regulations concerning mandatory retention schedules for all assets, e.g., poles and substations (electric utilities) and pumps & valves (water utilities). Goals: Improve efficiency of service delivery and increase customer satisfaction.

Captured data flow between databases in the company’s current data management system in order to render streamlined (future state) systems architecture diagrams. Page 1 of 3

Jeff Western 909-***-**** *****.****@*****.***

RETURN FROM EARTH PUBLICATIONS – Author/Publisher http://www.IdahoPowwow.WordPress.com2/2015 – 8/2016

A uthored articles, essays, web content, blogs and manuscripts for publication.

E dited, proofread, and prepared manuscripts for printing.

Developed an author website.

O ffered publishing services for new authors.

AIG – Business Analyst 11/2012 – 1/2015

NASDAQ/AIG call center project: Implemented Siebel-based system (production plans, acceptance testing) using latest EDW/CRM and KPI methodologies. Goals: Improved marketing and end customer experiences. PFIZER – Project Manager, Pharmacometrics Software Developer, Business Analyst 5/2012 – 11/2012

Built business requirements through iterative meetings with management and rendered the requirements as graphical User Stories/User Experiences, and coded and delivered the software solution.

Benefit: Empowered Pfizer personnel to make informed R&D decisions based on Pfizerpedia query results that returned Target, Disease, and Pfizer drug information, fully cross-referenced. Goals: Protect Pfizer capital by avoiding unnecessary R&D expenditures, and create new revenue streams by re-positioning Pfizer drugs in the marketplace.

DIRECTV – Business Analyst & Systems Analyst 1/2008 – 3/2012

Data/Gap Analysis: Multi-phase project to correct customer monthly credits. Performed in-depth data and gap analysis by populating 86 Excel worksheets with metadata obtained by running database queries (using Microsoft SQL Server) across 4 database systems for a multi-phase project involving 2 initial framework releases and 8 additional offer migration releases. Rooted out and corrected production issues to ensure customers received proper credits for greater customer satisfaction and customer retention.

Software Specifications: Directv’s Loyal Customer Provisioning Program (gifts of credits and free programming). Collaborated with software developers to implement the automated gift provisioning processes to replace the expensive manual processes. Benefit to Directv: 1,600+ man-hour overhead savings per year and improved customer satisfaction and retention.

Program Management: Created a wiki site to serve as the master program management tool to house projects and the software development lifecycle (SDLC) artifacts for access by project managers.

Document Management System (DMS): Using MS SharePoint Server 2003/2007, created multiple SharePoint sites and document libraries and managed permissions for departments and individual projects to facilitate team collaboration and workflows.

Middleware (API) specs and Data Dictionaries: Delivered a middleware interface agreement document containing the web service calls (Request & Response XML) to automate DIRECTV’s offers creation process.

User Guides & Quick Start Guides: Created guides to instruct Business Analysts how to operate Segmentation and CORE tools, thus expediting DIRECTV’s offer definition process for presenting new offers to the consumer a.s.a.p. HERBALIFE – Process Improvement Specialist/Analyst 11/2005 – 12/2007

IT Service Continuity Management (ITIL Service Delivery): Delivered concise business continuity & emergency preparedness plans and escalation procedures for Herbalife product Distribution Centers.

Risk Management: Ensured SOX404 Compliance and separation of and centralization and automation of financial transactions processing in the company’s Supply Chain department. Solution: Developed, revised, and published 260+ standard operating procedures and matching flowcharts onto the SharePoint portal site that defined Oracle 11i and Logility based supply chain procedures, such as import tariff classification (NAFTA), purchase order receiving processes, order processing, shipping confirmation, and resupply order discrepancies. Procedures served to ensure compliance with Section 404 of the Sarbanes-Oxley Act of 2002, per SOX 404 top–down risk assessment (TDRA), prescribed by the U.S. PCAOB and the SEC. The TDRA is used to determine the scope and required evidence to support management's testing of its internal controls under SOX404. It is also used by the external auditor to issue a formal opinion on the company's internal controls. TOYOTA – Process Improvement Consultant 6/2005 – 10/2005

ITIL Incident Management & 1st, 2nd, and 3rd Level Support escalation procedures: Working with IBM Global Services on Toyota's Data Center re-engineering project, put ITIL protocol in place to resolve open items and incidents.

Team of technical writers delivered 220 procedures per week in compliance with ITIL standards. Used Rational ClearCase & Lotus Notes for version control, and Excel to enter and track project metrics. Page 2 of 3

Jeff Western 909-***-**** *****.****@*****.***

Management Consultant: 1/2003 – 5/2005

G EOFIN – Investor quick start guide for retrieving company financial data in the emerging Asian capital markets.

F OX NETWORKS GROUP – Applied ITIL Problem Management to find and resolve the root cause that was preventing FNG users of MS Outlook and Citrix from using these applications. The solution, to prevent further incidents, was to create instructional steps to guide the end users through the Active Directory company-wide upgrade.

S EPRACOR (now: Sunovion Pharmaceuticals) – Researched, wrote and delivered physician peer review articles for publishing in the Clinician Review Journal, e.g., “Safe Levalbuterol Therapies for Patients Suffering with Asthma”.

I MAGING PARTNERS – Developed marketing collateral to pitch Ferrania medical printers. In the second-tier medical devices market, pursued leads for opportunities to sell MRIs and CT scanners. FRANKLIN HEALTH – Business Analyst 4/2000 – 12/2002

Delivered 150-page PersonalPath.com software specifications and sales tools to pitch the web application offerings to Blue Cross/Blue Shield health plans nationwide.

Created online help (using RoboHelp/HTML) to guide new users in navigating the customer-facing web application. REUTERS AMERICA – Project Manager 1998 – 2000

ITIL Incident Management (ITSM) & ITIL 1st, 2nd, 3rd Level Support escalation protocol: Followed prescribed 1st, 2nd, and 3rd Level Support escalation procedures, per the Reuters/IBM SLA, to close out Open work orders, as part of the Reuters project where 5,000 Networked Reuters Terminals (computer workstations with financial data feeds) had to be upgraded at Reuters client sites nationwide. In this capacity as a Lead Project Manager, I often counseled Technical Project Managers (each in charge of a subset of open work orders) to expedite the resolutions and closure of open work orders, as this was critical to bringing the project to completion. Tools used: Lotus Notes, to track and report on metrics (status) of Reuters Terminals upgrade work orders. Worked closely with IBM Global Services project managers and technicians as part of the service-level agreement (SLA) between Reuters and IBM.

Redesigned inefficient Reuters Terminal (RT) work order processes for RT workstations being upgraded (5,000+).

Crafted site survey scripts to gather RT current state configuration data from Reuters clients.

Sourced outside vendor to produce a video instructing technicians how to perform RT workstation upgrades. Management Consultant: 1995 – 1998

MERCER – Led a team on a database project to consolidate 18,000 disparate data records into 7,000 master records.

MERRILL CORPORATION – Formatted, edited, proofread, and applied EDGAR (Electronic Data Gathering, Analysis, and Retrieval system) to file annual reports (Form 10-K) and quarterly reports (Form 10-Q) on behalf of companies required by law to submit these forms with the SEC. VARIANT SYSTEMS TECHNOLOGIES – Calibrations Specialist 1993 – 1994

Tested and adjusted laser and optical components for optimum laser performance. Used signal generators and switching power supplies and software programming to take laser systems through their paces. Equipment: laser optics, beam analyzers, power meters, spectrum analyzers, and oscilloscopes. BROWN-STRAUSS STEEL – CNC Programmer 1990 – 1992

Calculated CNC drilling positions using trigonometry. THE BOEING COMPANY – Aerospace Engineer 1986 – 1990

Created 1200-page Software Validation Test procedures, conducted sell-run tests of software, and delivered test reports to the USAF – proving that the USAF’s Detailed Test Requirements for the avionics software had been met.

ITIL Change management (ITSM): Change Requests and dispositions to Rejection Tags submitted to Software Configuration Management as part of Software Validation Testing of avionics software systems, leading to successful test completion and meeting the Detailed Test Requirements set forth by the USAF.

Risk Management: Managed business risk for Boeing Military Airplanes Company by preparing BMAC for an upcoming USAF CORE Audit of the division’s business practices, and acted as the customer-facing representative and influenced the USAF positively concerning future competitive contract awards. Page 3 of 3

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