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Manager Project

Olathe, Kansas, United States
August 11, 2018

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Jeff Price

Phone: 224-***-**** / /


A highly motivated and results-driven leader, with a demonstrated record of accomplishments in improving business process by increasing throughput while reducing cost. Extensive achievement in Portfolio, Program and Project Management and knowledge in industry standards from organizations like CMMI, ITIL, CoBIT, Six Sigma and ISO and several project management methodologies (Waterfall, Agile [Scrum & Kanban], Spiral, Incremental and Evolutionary).

Possess strong analytical, problem-solving and decision making capabilities. Extremely flexible and adaptable to respond to new information, changing conditions, or unexpected obstacles. Resolve changes positively and constructively to minimize adverse impact with strong conflict management skills. Builds alliance by partnering and collaborating with cross-functional activities and finding common ground with stakeholders. Substantial skills in Vendor Management, SaaS, lean methodology and object-oriented business process modeling, Continuous Learning & Improvement (CL&I.) Experienced in web, mobile, client-server and even mainframe development. Knowledgeable in data modeling, web service architecture, API, SDK. Sound business ethics/integrity and a commitment to corporate responsibility with professionalism and leadership.


University of Central Missouri, Warrensburg, Missouri

Bachelor of Science: Computer Information Systems


Project Management, IBM and Price Waterhouse

Business Process Management, IBM and Price Waterhouse


Daugherty Business Solutions (10/2017 – Present)

Business Solutions Manager for the follow projects Engagement Manager for the transformation three Distribution Center (DC). Responsible for business and IT transformation of 3 DCs. Partnering with three internal managers and two vendors, I am accountable for developing a Transformation Roadmap, supported by detailed project plans, facilitating, coordination, and communication between 15 business areas and all Program and 1 of 5 Project Management Execution. Accomplishments include creating an approach to have the 3 DC converted six months earlier than planned and reduced downtime of each facility by three months, total cost savings $15 million.

Agile Scrum Coach and Scrum Master for the Pharmacy (Pharmaceutical) Delivery department. Responsible for the transformation from a Waterfall to Agile SCRUM methodology. Accountable for coaching leaders and teams through the transformation and providing the necessary training an references to enable the ideal management and team structures. Scrum Master oversee several pharmacy delivery streams to achieve compliance with policies and strategic initiatives. Accomplishments include, creating and conducting training courses for Scrum Masters and teams related to agile best practices, tailored best practices allowing 75% of team members to work remote, improving team dynamics and team performance.

Additional I am responsible for the development and continuance process improvement for Daugherty’s Chicago Professional Management Practice. Accountable for continues improvement, training and Engagement Manager for major projects in the areas of Portfolio, Program and Project Management.

Independent Consulting (1/2016 – 10/2017)

Acting PMO Director and Program Manager / HPE (DXC) (Medicaid)

Responsible for improving the execution of nine projects and relationship with the State of Kansas on a $54 million Medicaid transformation initiative. Accountable for managing nine Project Managers, QA Manager, and PMO team. Achievements included implementing program management utilized CMMI® for Services model, resulting in improving client relationships by accurate reporting program/project status (one improvement was including metrics SPI, SV, ETC, EAC) and substantially improving quality, creating a action plan to meet original implementation date (the program was tracking three months behind schedule.) Additional achievements included coaching Project Managers in managing offshore and remote resources, Vendor Management and Project Management. Additional was the Project Managing for CMS Certification, client training and IV&V assessments (reducing the number of IV&V assessment defects by 98%.)

Acting Director, Enterprise Portfolio Management / CDK Global (Automotive Industry) Was responsible for collaborating with the newly formed executive transformation team, to build an Enterprise Portfolio Management Department (EPM). I was accountable for creating, implementing and execution all transformation projects including the management of the lean business model initiative. The EPM accomplished the administration and management of coordinating strategic planning, business development integration, resource allocation, human capital resource modeling, contracting and coordinating of people and resources. Additionally was the Program Manager for all Procurement Transformation projects.

Mentoring Sr. Director, Director, Sr. Project Manager on Vendor Management United Airlines. Was accountable for improving the partnership between United and HPE for a COTS product implementation in management. Achievements included mentoring and implemented necessary Acquisition framework (utilizing CMMI® for Acquisition), resulting in a substantial improvement in the relationship (contract was extended for an additional three years.) Additionally facilitated several Rapid Improvement Events.

Conducting a PMO assessment / Rush University Medical Center

Partnered with a consulting company to assist in the maturing a PMO at Rush. Contractually responsible for conducting a PMO assessment and consulting with the Directory of the PMO on areas of improvement.

US Foods, Rosemont, Illinois (7/2010 – 1/2016)

Senior Manager (Initiator of PMO)

Introduced portfolio and program management, suggested project management framework improvements and responsible for the implementation of both Agile Scrum and Kanban into the organization. Accountable for directing the CIO and IT Leadership Team (ITLT) on portfolio and program management, collaborated with numerous individuals within IT and across the company to drive project improvements. Accomplishments included spearheaded ITLT in building an 18-month rolling roadmap, implementing Portfolio Management (identifying portfolio risk, portfolio resource capacity planning, and budget allocation) and a structured Change Management Process. Resulting in a 20% increase in portfolio throughput and improved business relationships.

Senior Project Manager/Scrum Master

Project Manager for several data warehouse and business intelligence projects. Accountable for supporting sales and financial reporting needs. Directed multiple Agile Scrum teams for application development, hardware implementation, and system software projects. Lead a diverse group of remote resources, including offshore members. Increased throughput of product backlog by 20% with zero defects.

Nirak Group, Palatine, Illinois (2/2007-7/2010)

Responsible for various business initiatives, including Web development, business process improvement, new system development, software development, and data warehouse. Accountable for creating and maintaining project schedules, project planning, project communication, business and user requirements, the design of technical specifications, changes to business processes, application development, user and integration testing, deployment, and training. Achieved an increase in quality level by 27% (71 to 98) for a client by leveraging lean management strategies, identifying inefficiencies in business processes and taking corrective action. Reduce monthly cycle time by 30% and increased throughput by 20% for another a client by utilizing Agile methodology to manage 18 sprints.

Harcourt Assessment, San Antonio, Texas (4/2006-2/2007)

Leading a team of six Project Managers. Accountable for supporting 20 assessment products and an eCommerce Website that supported 1200 products. Oversaw yearly development portfolio consisting of 140 custom application development projects (15 Web projects, content management, and ECM and EDM projects), with a budget of 30 million. Achieved 100% completion rate with contractual obligation and provided tracking of all strategic projects and daily visibility to executives.

Ajilon, Detroit, Michigan (6/2004-4/2006)

Develop and implement processes and procedures in GM’s manufacturing PMO to achieve CMMI-DEV Level Three certification. Accountable for development of the three organizational processes and risk management. Development scope included documenting the process, creating process metrics, identifying controls, creating templates, conducting training and mentoring Project Managers. Accomplishments not only included receiving CMMI-DEV Level 3 certification, and being one of the key stakeholders in the development of the CMMI® for Acquisition model

Dolphin Group, Overland Park, Kansas (11/1996-6/2004)

Directed creation and presentation of proposals, development of all estimates, management of third-party vendors, and outsourcing of staff and managed a team of 12 project managers. Led and implemented business process improvement and reengineering (BPR/R), portfolio management, and IT strategic planning for clients like TransAmerica, SprintPCS, Black & Veatch, Cerner (Millennium & HIPAA), WorldSpan.

IBM Global Services, Kansas City Missouri (12/1995-11/1996)

Worked with RCI to implement both hardware and system software for 70 RISC System/6000 (RS/6000, eServer, pSeries) UNIX servers and over 3,000 desktops for multi-tier architecture platform in over 30 countries, completing deployment three months ahead of schedule. Consulted for Missouri Department of Transportation, collaborating with the sales team to respond to RFP for both LAN and WAN assessment and implementation of Lotus Notes. Became project manager upon winning the contract, achieved 100% WAN uptime, and successfully installed Lotus Notes on time. Served as project manager for selling and servicing implementation of new hardware and operating system in multiple locations statewide.

Price Waterhouse Coopers, Kansas City Missouri (2/1993-8/1995)

Served as Project Manager for PIC, working with C-level management to conduct total quality management initiative to document current business processes and identify future business process requirements. Performed GAP analysis for the implementation of SAP R3. Collaborated with Nobel Drilling as project manager for 12 warehouses and $40 million global SAP R3 MM and SD project. Led planning for implementation of legacy systems integration, testing, and execution. Identified, planned, and negotiated staffing requirements for 80-member ERP team. Developed JCL and tested and deployed custom software for point-of-sale and inventory tracking system for Sears de Mexico.

HOBBY, with a passion for improving IT performance and throughput for both organizations and individuals. uses a unique strategy to simplify industry standards (CMMI, ITIL, SAS 70, SOX, and PMI) and apply object-oriented business process modeling to decompose industry standards. As a series of interrelated components, processes permit information and material flow across multiple methodologies while simultaneously protecting the proprietary nature of standards. This approach enables rapid reconfiguration of processes. Industry standards are modeled to permit “plug and play” compatibility to create documented portfolio, program, and project management policies.

Skills and Knowledge Overview

Transformational and dynamic leader, with a proven history of portfolio, program and project management across a wide range of industries including utilities, insurance, telecom, finance, manufacturing, healthcare, transportation, retail, food, and government. Specialized strengths developed on complex projects include:

Project Management: Over 20 years of experience managing both IT and Business Projects. Experience comprises Big 4 and IBM at an international level, substantial expertise in Acquisition and Vendor Management. Extensive experience in managing 8 to 15 concurrent projects (ranging from $80,000 to $800,000) to complex multi-million dollar global projects. Managed Projects in cross multiple business units: Human Resources, Supply Chain, Procurement, IT, Finance, Sales, and Marketing. Superior skill in estimating, planning and executing projects within budgets, timelines, and quality objectives.

Program Manager: Over 20 years as program management, managed P&L portfolios between $3 and $5 million. Substantial experience working with Project Managers to identify multiple project approach focusing on launching new products and services. Directly responsible for managing programs involving cross-functional teams, creating strategies for risk mitigation and contingency planning, providing management escalation, facilitating project prioritization, anticipating project bottlenecks and making tradeoffs balancing the business needs versus technical constraints. Work collaboratively across groups to secure buy-in and drive issues to resolution while overseeing complex processes and system interdependencies to ensure successful project execution.

PMO: Aspiration over the past 15 years has been to unify process thinking across Business and IT disciplines utilizing PMO practices. Experienced in developing and managing PMOs that were results driven, providing a consistency to coordinate necessary changes to further the success of the entire organization by embracing existing standards when appropriate, supporting or modifying standards to improve business processes, and incorporating standards were absent. Believe in adherence to Corporate-defined procedures, regulatory and industry standards.

Business Process Management: Highly experienced in Object-Oriented Business Process Modeling as the essential point between business and technology. Utilizing TQM, TOC, Six Sigma, Lean Six Sigma and IDEF techniques to develop and document best practices.

Vendor Selection & Management: Adept at evaluating, negotiating with and monitoring the performance of Software as a Service (SaaS) providers, vendors, sub-contractors and other third parties to ensure alignment with executive-level goals.

Substantial knowledge of several management methodologies: Waterfall, Agile [Scrum & Kanban], Spiral, Incremental, and Evolutionary. Considerable skills in Vendor Management, lean methods and object-oriented business process modeling and Continuous Learning & Improvement (CL&I).

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