Roger Johnson

**** *********** *****

Fort Worth, TX 76137

I have over 35 years in the IT industry managing mostly software development projects. I do have experience working AT&T installing WiFi circuits and WiFi hardware various other hardware projects. I consider myself a Project Management professional being certified by IBM.

Please review my resume and let me know when we can discuss how my experience can provide value to your company.

Thank you,

Roger Johnson

817-***-****

ac68xf@r.postjobfree.com

Skills Summary:

All phases of Project Management including:

oProposal and engagement activities

oProgram management

oRequirements gathering / interpretation

oProject / resource planning

oRisk / issue management / containment

oChange / dependency management

oSchedule / timeline tracking

oCommunication Planning and Status Reporting

oTesting / defect tracking and measurement

oInfrastructure Support

oFinancial / measurement management

oManagement of customer expectations / customer satisfaction

oProject closure / post deployment analysis

oAgile/SLDC methodologies

oITIL Certified

Personnel Management - local and off-shore

oRecruitment and hiring

oPerformance planning and evaluation

oTeam building and diversity awareness

oCareer planning and development

oEmployment termination

oOrganizational planning/building

Business Analysis and Process Reengineering

oMeeting Facilitator

oDefine / document business processes

oDefine / document business requirements

oDefine / execute test cases

oWrite / execute user education plan

Work History:

I have spent the last 13 years working at American Airlines. The last two years as an American employee. I started as a Project Coordinator and after four years, took a Project Management position providing production support and enhancements for a Siebel application support passenger service recovery. This application is still in production at American.

For the last six years I added support responsibility for the domestic Admirals Clubs’ hardware and WiFi support.

American Airlines (September 2016 to August 2018) – Contact Carl Liles

Sr. Project Manager – I had Project Management responsibility for the guest facing hardware and WiFi in the 44 domestic Admirals Clubs. I worked with AT&T and local vendors to upgrade the guest Wi-Fi circuits in all the domestic Admirals Clubs (33 circuits), upgraded the Wi-Fi hardware to newer technology to improve the guest experience using the club’s WiFi. While managing this project I also had responsibility for resolving any WiFi or customer facing hardware issues. My responsibilities included;

Writing requirements and SOWs for each clubs WiFi requirements providing location information and floor plans

Identifying local vendors in each location and sent SOWs to them for review and pricing ensuring that the vendor addressed any regulatory needs

After financial approval, sent authorization to each vendor to perform work

After local physical work was done, worked with AT&T teams to complete the circuit upgrades and send new WiFi hardware to each location

After each upgrade followed up with local club personnel to ensure WiFi performance had improved

I continued as Senior Project Manager supporting Siebel Advocate Project and Infrastructure support for American Airlines Admirals Clubs.

TEKsystems (Jan 2013 to September 2016) – American Airlines – Contact Corey Edge and FlexTek/OneSource (August 2007 to 12/2012) – American Airlines – Contact Mickey McCoy

Project Manager/Senior Project Manager: In 2012 I took over a team of Siebel developers maintaining a CRM service recovery application for acknowledging and responding to passenger complaints and compliments. Evolved team from SDLC delivery processes to agile processes. I used JIRA and Rally to track and report Release/Iteration planning, Backlog grooming, Burndown and overall status and Planview to maintain project documentation. Team had been working together for some time and had good inter team skills. The team has begun functional cross training to increase team productivity. I also provided status reports to my customer weekly and Project Sponsors monthly. I maintained high team morale and customer satisfaction.

In 2013 I picked up responsibility for Premium Customer Services Admirals Clubs. This customer needed an IT contact to assist with managing the infrastructure changes in the Admirals Club. I stepped into this role with the first project being the change of vendors used to provide Wi-Fi service within the Clubs. This project was behind schedule and in danger of missing critical milestone dates. I worked with the vendor to change the solution being provide that could be delivered within the milestone timeframes. The next project was to replace the customer facing computers. Since then, we have changed the vendors providing the printers and replaced the printers, in 2016, there are a number of projects planned to provide industry World Class services to the guest.

Siebel Change Lead: In 2011 I expanded my responsibilities and accepted the task of Siebel Change Management Lead, coordinating multiple project needs and ensuring all risks were understood and agreed to. Facilitated Change Control Board meetings and Program Status Reviews to ensure effective communication and status to all parties involved. Currently reviewing and observing the change deployment process to identify and implement agreed upon improvements. Recently setup a log in SharePoint to track all changes to the AA Siebel Production environment. This role was replaced by implementing a Release Management team for the CRM organization.

As a Project Management Office Representative, I supported multiple projects and assisted those project managers to ensure projects stayed on track. Facilitated steering committee and project meetings where critical business decisions were made affecting the projects. I assisted the project managers with schedule maintenance, tracking of issues and action items, reporting status to project sponsors and ensured that project inter-dependences were tracked. I am also responsible for tracking and maintaining Business Recovery and Disaster Recovery plans for the department.

I took the lead for the department to roll out SharePoint. Worked with 7 different groups to set up department sites and facilitate the migration of appropriate documentation into those sites. Set up initial access for team members and trained department focal points, as needed. I also assumed the task to implement JIRA for the tracking of defects and enhancements for all the Siebel projects. I created a user’s guide for the PMs to follow so there was consistent administration of JIRA across the organization.

Technology Business Partners (January 2006 to July 2007) Project Manager (Dallas) - Contact Alan Clark, 972-***-**** ext. 202

I was a Project Manager at Southwest Airlines of multiple projects supporting HR off the shelf products and an airline web product. Team sizes of 3 to 6 members. Four projects completed on time, within budget and two continuing after I left.

I was put in the middle of one project to roll out new time clocks. This project required cross organization coordination. We installed hardware in 60+ locations and provided training for several hundred people in multiple locations. The project was completed on time with high customer satisfaction.

The other project was a maintenance effort for the Kronos application. The customer felt the effort was unmanaged and I was asked to put some discipline around the effort. Using QuickBase, I implemented backlog management, change management and the delivery process. Implemented weekly status meetings reviewing various topics agreed to by the customer. The business customer was very happy with the changes.

I then moved to a different organization and was asked to gather requirements on several small enhancements and obtain customer approval. Once approved, resources were assigned and I managed the delivery of the enhancements.

One of the larger work efforts was to deploy additional application server hardware and the necessary website software. This required changing over 300 files, some multiple times and validating 60 plus processes offline before the network traffic was turned on.

Home Depot - Supervisor (03/2004 - 12/2005) Department Supervisor (North Fort Worth)

I wanted to learn more about the Retail Industry so I took a Sales Associate position at Home Depot in a new store. In the second month, I was named Sales Associate of the Month. After six months I moved to another position responsible for Inventory Control. I maintained shelf stock and inventory orders for three departments. After a year with Home Depot, I became a Department Supervisor managing three departments.

I then decided to return to the IT industry after several months as a Supervisor.

Self Employed (3/2002 - 2/2004)

Took some time away for the IT Industry to take care of some family matters and started an internet business which I still maintain.

TEKsystems (01/2000 to 02/2002) Director (Dallas, TX, & Baltimore, MD USA) Contact Allison Minton, 972/481-7000

I was hired by MG Business Solutions to be a Project Manager as the TEKsystems began to build a Managed Services organization in the Dallas/Fort Worth area. I wrote proposals and Statements of Work (SOW), supported the sales effort and managed projects as SOWs were signed. I also interview candidates for Project Manager opening and built Solution Delivery team. In six months, I was then promoted to Program Manager, having responsibility for delivery of all projects in the metropolitan area with a growing team reporting to me. I also assisted in educating the sales organizations on what the service offerings were and how to engage prospective clients when business opportunities were identified. I ended the year having a team of 35 consultants generating revenue, delivered 19 projects with high customer satisfaction and my team was recognized as the best delivery organization within MG Business Solutions nationwide. My team produced the most revenue, had the greatest gross profit percentage and all of our projects could be referenced. I focused my efforts on:

Organizational growth

Delivery processes and procedures, PMI compliant

Supporting the Business Development effort

Providing management oversight to the Project Managers that reported to me and

Other office locations with growth issues and reviewing projects needing recovery assistance.

In June 2001, I was promoted to the position of Project Management Office Director. There was already a project office in place, but it was very ineffective. I took a couple of months to get a feel for the people’s skills and what was needed. After that period, I focused my efforts on:

Creating and refining delivery processes and procedures

Building relationships with corporate management and field leadership management

Establishing standards for SOWs and proposals and the review process

Providing management oversight for active projects and, when necessary, validating completeness of recovery plans

INSpire Insurance Solutions (07/1999 through 12/1999) Senior Project Manager (Fort Worth, TX, USA) Contact 817/332-7761

INSpire hired me to manage a recovery project where the Client was very dissatisfied with the project management they had received and wanted a Professional Project Manager to interface with. This Client was engaged in a Requirements Definition and Process Re-engineering Project to integrate a suite of application packages that would allow them to respond more quickly to their market needs. The intent was to follow up with an implementation effort requiring Systems Integration of several vendor software packages. The Project was behind schedule, over budget and the Client was very dissatisfied with the lack of leadership from INSpire. My initial focus was to:

Work with the Client to put a recovery plan in place to complete to current work. I was able to provide the leadership and direction the client was seeking which resulted in improved satisfaction. The new plan gave me a schedule and budget to manage. I was able to complete this effort on schedule and slightly under budget. This gave the Client the needed information to present to their executives and make a recommendation on how to proceed.

The secondary reason I was hired by INSpire was to develop a Project Manager’s handbook containing procedures and guidelines for managing projects. INSpire had no documented standards and projects were not managed consistently. Working with the Vice Presidents of two operating units, I completed the initial draft of the handbook in December for initial distribution in January.

Decision Consultants, Inc. (04/1998 through 06/1999) - Senior Project Manager (Dallas, TX, USA) Contact CIBER 1-800-***-****

After leaving IBM (retired), the position I filled as a second line Project Manager was vacant. I offered to return as a consultant while the responsible IBM organization recruited qualified IBM managers to lead the effort. Working through DCI, I continued to manage the delivery team for 15 months.

I managed a team of fifty plus people with three Project Managers reporting to me. We developed WEB based solutions delivered first in the US, then deployed to thirteen European business units. The applications were developed using leading edge technology with a combination of Java, PL/1 and SQL running first on an OS/2 and NT platform then migrated to AIX. This required the creation and maintenance of 26 unique development and test environments. During this time, I maintained a very aggressive development and enhancement strategy, keeping the team’s morale very high and the customer satisfaction very positive.

IBM (11/1967 through 03/1998) - Business Area Manager (Dallas, TX, USA) Contact Bob Griffith, (817/962-7335)

I had over 30 years’ experience with IBM. I have extensive experience with both development and maintenance of client/server applications as well as host applications. I have deployed solutions worldwide and have a strong background with Systems Integration projects. Below is a list of key positions held?

Senior Project Manager

Positions held include Application Delivery Manager, Business Area Manager, Project Office Manager and Project Manager for both IBM internal and external engagements. Responsibilities included reviewing contract terminology and feasibility, recruitment of resource and team building, creation and management of project delivery plans personnel management and measurement attainment. Primary focus was on Customer Satisfaction through meeting documented Project Objectives, Financial Management and Quality Solution Delivery.

Projects ranged from managing the Application Development portion of an outsourcing contract to development and deployment of client server, world wide solutions to managing internal application maintenance teams. Team sizes ranged from ten personnel to over one hundred personnel. Have a history of delivering solutions on time and within budget with high Customer Satisfaction and team morale.

AD/M Engagement Integration Manager

As a part of the Engagement Team, executed due diligence activities to assure the AD/M portion of the Outsourcing Contract was reasonable in terms of being able to execute the terms of the contract and be profitable. I was responsible for recommending changes to the terms of the contract or withdrawing from the opportunity. Once an opportunity had progressed and a Letter of Intent was signed, I was responsible for any activities regarding the transition of resource, hardware and human. This involved building project plans to conduct inventories to even relocating hardware. All the people required an interview and making recommendations on who would become a part of the new AD/M organization.

Requirements Analyst/Application Owner

I managed through successful installation and deployment projects supporting corporate price and customer data, field personnel activity reporting and contract management. These applications were client/server and host solutions, one deploying a database of over seven million records accessed through real-time and batch with a user population exceeding 20,000. Primary focus was on requirement definition and interpretation, schedule and financial tracking and quality solution delivery.

Education:

DeVry - Electronics repair - 1966

DePaul University - Business Management Courses - 1975

Bryant Stratton Business College - Business Management ý 1978

IBM - Extensive Project Management Training (Certified by IBM as a Project Management Professional)

IBM - Extensive Resource Management Training

IBM Trained as an IT Business Analyst (JAR / JAD, Facilitator, etc.)

ITIL Foundation Training to successfully be Certified – 2014

Agile at American training as Project Lead/Product Owner

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