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Manager Project

Location:
Philadelphia, Pennsylvania, United States
Posted:
August 23, 2018

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*** ******* **** ************, ** ***** Mobile: 215-***-**** Email: ac6r35@r.postjobfree.com

SUMMARY

Senior-level IT Professional with Management Consulting leadership skills in developing, capturing, and driving large, high value Information Systems technology programs and projects. A success, hands-on leader experienced in project definition, proposal development, program management, on-site resource management, and client follow through. A proven, C-level communicator with a track record of multiple engagements and follow-on projects producing high return on technology investment leveraging teams of both in-house and contract resources. A proven capture manager and on-site managing consultant adept at providing value to senior decision makers in highly competitive market conditions focusing the best in people, process, and technology. Innovative problem solver and excellent communicator with a clear focus on bringing solutions to clients that maximize ROI while meeting strategic business goals. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts. Also, followed strict adherence to the PMBOK lifecycle methodologies approach.

Proven ability to develop, capture, and lead multi-million-dollar information system contracts for Fortune 500 companies with varied requirements and technical disciplines.

Business development/delivery of $6MM in technology contracts with national cable/telecom/content provider

Business development/delivery and engagement management of $7MM of technology consulting spanning network architecture and management, information security, disaster recovery, and project management

Engagement Manager for software product line with 46 accounts and $5MM revenue base in mid-Atlantic region

Staff augmentation Engagement Manager with several accounts totaling $4.4MM with several Fortune 500 companies

On-site management of resources and key activities across multiple projects including software, networks, and security

Multiple proposal activities and presentations resulting in many wins and follow on contracts

Revenue forecasting and key account development yielding accurate new business estimation and funnel development

Resource and staff development including training and mentoring for effective bench strength and key skill set development

Leadership of multi-disciplined project teams from 7 to 34 members

Technical and project management areas of expertise vital to optimal resource utilization for client engagements.

Systems/Network architecture, software/application development, design, and formal review methodologies

Network Management Systems and Performance Engineering

Information Security systems and technologies including vulnerabilities assessments

Software CMM awareness/understanding

PMO fundamentals and management practices including project plan development and execution

All program/project management activity are managed utilizing PMBOK methodologies phase over phase

Leverage Agile vs. Waterfall methodology leveraged as per client requirements and environment limitations

Formal RFI/RFP programs including cost build process

Resource management planning and execution

A client-focused leader with hands-on experience skilled at integrating interdependent project activities. Results-oriented Engagement Manager with cost and schedule focus attentive to mentoring team members. A skilled presenter comfortable delivering briefings from technical teams to C-levels.

PROFESSIONAL EXPERIENCE

Bank of America/Merrill Lynch (Contract) - LARGE FINANCIAL Service Company (June 2017 – Present)

Technical Project Manager - Service Delivery Manager

Responsibilities are but not limited to, scope/design/build and implement the Core Financial Services/Systems Technology for Global Wealth Management (GWIM) Merrill Lynch/Bank of America group directly aligned to a CTOs/line of business. This activity includes but not limited to the following services engagements. All projects for Wealth Management (GWIM) Merrill Lynch/Bank of America include but not limited to infrastructure scope/product software design approvals/product review approvals/cost analysis approvals/infrastructure buildout/QA/PE deployments. All the above utilizing PMBOK delivery management approach methodologies. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts. Build resource allocation plan/phases in accordance with budgets (750K – 5M).

Primary function will be to understand the priorities and direction of the CTOs organization in order to plan/coordinate and facilitate all CTS activities with the ECT&O services group for the design, development build out, of SE/PL/QA/PE/Prod effort/activity as it relates to implementation deployment release activity for such projects as new Platform build outs, Global Desktop deployments as needed, Server decommissioning/upgrades, Platform migrations such as:

Platform Technologies

oOn-Line Banking

Residential & Commercial

oPayments

Financials, all encompassing

oCredit card

oFraud

oData Stage

oMDM

oBig Data

oODM

Unix

Linux

Windows

Meet with client to understand/determine the scope of the project, knowledge acquisition

Build the CTS virtual team / Identify necessary CTS services based on project scope

Worked closely with CTS senior level management team

Engage CTS tier 2 managers to allocate resources for services required and work closely with engineering, development, provisioning and deployment teams

Establish regular work stream sessions for communication of client scope updates, CTS status, issue/risk identification/remediation, estimates

Facilitate tech reviews between client and CTS

Fortified the DevOps strategy for all software application development lifecycle

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Lead Project DevOps resources, budgets and timelines working with team members

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

BRD – Business requirements document

Product Profile Review

DBA - Database Review

GAAT - GWIM Architecture Assessment Team review

SRS - Software Requirements Specification/HLD - High Level Document review

SAD -Software Architecture Document /LLD - Low Level Document review

Raise awareness to management on scope creep

Manage client requirements for each service, i.e. entrance criteria

Review plan deliverables. Timelines with client for signoff

Manage estimates for CTS core service engagements

Obtain estimates from virtual team

Communicate estimates to client and obtain funding approval

Communicate funding status and issues to client

If servers and/or storage are required, enter estimated and preliminary information into the Capital Tracking Spreadsheet

The project manager attaches the OSRF form to the San storage request

Track all issues through resolution, identifying owner and remediation plan

Identify risks and impact to plan

Bank of America/Merrill Lynch (Contract) - LARGE FINANCIAL Service Company (May 2015 – February 2017)

Technical Project Manager - Service Delivery

Responsibilities are but not limited to, scope/design/build and implement the Core Financial Services/Systems Technology for Global Wealth Management (GWIM) Merrill Lynch/Bank of America group directly aligned to a CTOs/line of business. This activity includes but not limited to the following services engagements. All projects for Wealth Management (GWIM) Merrill Lynch/Bank of America include but not limited to infrastructure scope/product software design approvals/product review approvals/cost analysis approvals/infrastructure buildout/QA/PE deployments. All the above utilizing PMBOK delivery management approach methodologies. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts.

Primary function will be to understand the priorities and direction of the CTOs organization in order to plan/coordinate and facilitate all CTS activities with the ECT&O services group for the design, development build out, QA/PE effort/activity as it relates to implementation deployment release activity for such projects as new Platform build outs, Global Desktop deployments as needed, Server decommissioning/upgrades, Platform migrations such as:

Platform Technologies

oData Stage

oMDM

oBig Data

oODM

Unix

Linux

Windows

Meet with client to understand/determine the scope of the project, knowledge acquisition

Build the CTS virtual team / Identify necessary CTS services based on project scope

Worked closely with CTS senior level management team

Engage CTS tier 2 managers to allocate resources for services required and work closely with engineering, development, provisioning and deployment teams

Establish regular work stream sessions for communication of client scope updates, CTS status, issue/risk identification/remediation, estimates

Facilitate tech reviews between client and CTS

Fortified the DevOps strategy for all software application development lifecycle

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Lead Project DevOps resources, budgets and timelines working with team members

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

BRD – Business requirements document

Product Profile Review

DBA - Database Review

GAAT - GWIM Architecture Assessment Team review

SRS - Software Requirements Specification/HLD - High Level Document review

SAD -Software Architecture Document /LLD - Low Level Document review

Raise awareness to management on scope creep

Manage client requirements for each service, i.e. entrance criteria

Review plan deliverables. Timelines with client for signoff

Manage estimates for CTS core service engagements

Obtain estimates from virtual team

Communicate estimates to client and obtain funding approval

Communicate funding status and issues to client

If servers and/or storage are required, enter estimated and preliminary information into the Capital Tracking Spreadsheet

The project manager attaches the OSRF form to the San storage request

Track all issues through resolution, identifying owner and remediation plan

Identify risks and impact to plan

Tyco International – (March 2015 – MAY 2015) (Contract – Senior Project Manager)

As Senior Project manager, my responsibilities are as follows but not limited to working on the DAS project (Data and Security). Working closely with IBM as the third-party vendor to comply with FOCI requirements to protect government and sensitive commercial customers’ data for the Order to Cash (OTC) BPO project. A DRF review of the (40) applications required for the OTC BPO scope determined that (22) of these applications require the masking of sensitive data (i.e., government accounts, and sensitive commercial accounts). Data relative to Tyco customers that fall into one of these categories cannot be accessed by offshore/non-national associates, including associates performing work for Tyco under a BPO agreement. A solution that suppresses access to information associated with these customers at the transaction level is required in order for the OTC function to transition to an outsource provider.

Manage and monitor day to day daily activity calls including, assessment and analysis, infrastructure build out, implement masking controls, testing and deployment of (22) applications supporting the Order to Cash business that have been determined to require data masking in order to be compliant with FOCI (Foreign Ownership, Control, or Influence). Based on each application’s findings, masking

rules will be identified and applied against each application’s database in order to mask any sensitive customer information from being accessed by offshore associates. The Tyco Compliance Team will provide customer information

that requires masking. All the above activity is managed utilizing the PMBOK methodology/approach initiate through closeout utilizing all MS product suite tools, MS Project etc.

Cigna – (July 2014 – March 2015) (Contract - Senior Project Manager)

As a senior Project manager, my responsibilities are but not limited to a large scale global multi-million dollar IT Foundational Win 2000 – 2008/2012 Server/Application/infrastructure/upgrade effort. This effort is global across the US. Responsible for championing this effort regarding leading a vast team of SMEs from Requirements definition through global deployment migration. Scope consists of but not limited to, Analyze/determine and create inventory list of all infrastructure/applications and supporting solutions. There are over 2000 servers in question based on all our analysis and hundreds of applications supporting numerous solutions.

Responsible for all phase’s, initiation through deployment migration, resource budget allocation, as well as all infrastructure costs estimates for upgrade. Weekly status meetings/reports, escalations as deemed necessary. Schedule milestone/project planning. All phases,

requirements definition, planning, design, build, QA, UAT, staging and deployment. All the above effort followed the PMBOK/model approach to project management. All the above activity was performed utilizing MS Project 2010 as well as all MS suite of tools.

Lincoln Financial Group – (April 2014 – July 2014) (Contract - Senior Project Manager)

Current responsibilities as the Senior Project Manager for a global initiative include the following but not limited to:

Global rollout of AdviceNext Front Office track for distributed services Wealth Management - This is the development and rollout of a new Advisor Workstation. The main objective of this project (Advisor Workstation) is the development of this new workstation with enhanced efficiencies by decommissioning the old platform and rebuilding/partnering with Salesforce as the new platform of choice.

Responsible for all aspects/phases of project lifecycle, initiation through closeout based on best practices (PMBOK) methodology. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts.

The new workstation is intended to serve the needs of the Financial Advisors in the following 2 Distribution Channels as well as the Home and Field offices who provide services to those Advisors:

LFA – Lincoln Financial Associate (Wealth Management) FAs/Brokers

LFS - Lincoln Financial Security (Wealth Management) FAs/Brokers

LFN - Lincoln Financial Network (Wealth Management) Fas/Brokers

With the platform recommendation and business requirements provided we will focus on the design, building, testing, and roll out of the new Workstation.

The highest priority for building and deploying the new workstation is assuring that the new workstation ultimately delivers a significantly improved user experience and delivers greater efficiency and effectiveness for Financial Advisors

Day to day Senior PM Responsibilities:

New platform (force.com) Partnering with Salesforce team for build out/implementation of all products both new and exiting

Requirements definition (SRS)

Design requirements

oWireframes discussion/UI/UX

BRD requirements definition

Identify infrastructure requirements partnering with (SF)

Identify cost/budget

Build resource plan

Build budget

Build WBS

Track cost variances

Conduct weekly status meetings

oIssues – remediation steps

oRisks – remediation steps

Fortified the DevOps strategy for all software application development lifecycle

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Lead Project DevOps resources, budgets and timelines working with team members

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Bank of America/Merrill Lynch (Contract) - LARGE FINANCIAL Service Company (March 2011 – April 2014)

Senior Project Manager – Service Delivery

Responsibilities for Core Services & Technology (CTS) Service Delivery division. As a Senior Project Manager for the Global Wealth Management (GWIM) Merrill Lynch/Bank of America group directly aligned to a CTOs/line of business includes but not limited to the following services engagements. All projects are application development deployment as well as infrastructure build out/deployments utilizing PMBOK methodologies. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts.

Primary function will be to understand the priorities and direction of the CTOs organization in order to plan/coordinate and facilitate all CTS activities with the ECT&O services group for the design, development build out, QA/UAT effort/activity as it relates to implementation deployment release activity for such projects as new Platform build outs, Global Desktop deployments, Server decommissioning/upgrades, Platform migrations.

Project Management activities (New Dev/LARGE/SMALL INITIATIVES/BAU/LO)

Meet with client to understand/determine the scope of the project, knowledge acquisition

Build the CTS virtual team / Identify necessary CTS services based on project scope

Engage CTS tier 2 managers to allocate resources for services required

Establish regular work stream sessions for communication of client scope updates, CTS status, issue/risk identification/remediation, estimates

Facilitate tech reviews between client and CTS

Fortified the DevOps strategy for all software application development lifecycle

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Lead Project DevOps resources, budgets and timelines working with team members

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

BRD – Business requirements document

Product Profile Review

DBA - Database Review

GAAT - GWIM Architecture Assessment Team review

SRS - Software Requirements Specification/HLD - High Level Document review

SAD -Software Architecture Document /LLD - Low Level Document review

Raise awareness to management on scope creep

Manage client requirements for each service, i.e. entrance criteria

Review plan deliverables. Timelines with client for signoff

Manage estimates for CTS core service engagements

Obtain estimates from virtual team

Communicate estimates to client and obtain funding approval

Communicate funding status and issues to client

If servers and/or storage are required, enter estimated and preliminary information into the Capital Tracking Spreadsheet

The project manager attaches the OSRF form to the San storage request

Track all issues through resolution, identifying owner and remediation plan

Identify risks and impact to plan

Program Management activities

Manage the Project Center requests for project engagement

Create and manage the project plan for CTS and ECT&O services

Define project scope, prioritization and timelines

Track and communicate status of milestones, deliverables, risks and issues

Consolidate and socialize CTS and ECT&O project cost estimates (hardware, software, labor)

Work with BMA team to initiate the request for child Clarity codes for all new Dev projects requiring Capital purchases and ECT&O Labor

Gather CTS & ECT&O funding requirements for projects and work with the BMA team to provide financial oversight of budget vs. forecast vs. actual

Work with Integration and Provisioning Teams to allocate Development Workstations and Servers for all environments.

GSI Commerce – LARGE ECOMMERCE Company (January 2007 – December 2010)

Senior Project Delivery Manager

Responsible for all Technology-based planning, organizing, leading, and facilitating cross-functional, matrix organized teams activities associated with formal project management procedures for transaction based business activity in an ecommerce infrastructure/organization. Have managed all below partners for GSI as it relates to total life cycle project management for launching new on-line store or related redesign activity. Extensively utilizes MS Project, MS Excel for the use of planning, tracking project details and presenting data to stakeholders, MS PowerPoint for the purpose of communicating project information in presentation format. Also, full administrative authority/responsibility for all projects P/L. All the above utilizing PMBOK delivery management approach methodologies. Followed strict adherence to all SDLC guidelines for all application development lifecycle efforts.

Outlined below are my day to day Project management activities as it relates to total life cycle project management:

Large scale systems integration

Data integration/migration

oData mining and manipulation as necessary

oData warehousing – Works closely with DBAs on all projects mentioned herein

Soft launch vs. hard launch failover and disaster recovery activities (off data center activity)

All backend systems integration, such as financial reporting, Taxes, delivery (both US and Europe)

Engage security/fraud teams for all project related activity (assess impact)

Identification and documentation of all requirements for project

Business intelligence requirements while gleaning/gathering functional requirements with Business Analysts

COTS activity – Third party vendor negotiation involvement in assessing new product for implementation integration. Including, enhancement development activity as needed

Development of Project Definition (PD) document to include 13 key project elements for successful delivery

Identify and engage across client functional groups to ensure project timelines and tactical success

Development of all project plans, reporting artifacts, management review documents with identifying timelines and milestones

Fortified the DevOps strategy for all software application development lifecycle

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Lead Project DevOps resources, budgets and timelines working with team members

oFollowed strict guidelines and adherence to the SDLC process/methodology lifecycle approach

Track deliverables/milestones; conduct weekly status meetings; resolve technical/resource issues

Monitor and report statistical project progress on a weekly basis

Contract management and change control management process documentation

Manage/drive project completion included formal close out and management review

Project delivery responsibility – GSI Partner facing liaison for clients such as:

Dicks Sporting Goods – Site design encompassing easier maneuverability for product deployment

Ace Hardware – New product deployment as it relates to customer site enhancements

NFL League – New promotional site redesign of new league products to be sold by the NFL/third party vendor integration

Hershey – Web site redesign/implementation/Large scale system integration/Data integration/migration

NASCAR – Gift card design/deployment/Third party vendor integration/Data integration/migration

Dicks Sporting Goods – Store launch redesign/Large scale system integration/date migration/integration/financial backend reporting

Zale’s – Auto pay/Store launch all systems integration/data integration/financial backend reporting/third party vendor integration

MLB – Redesign/Store launch all-encompassing/Large scale systems integration/third party vendor integration/Data migration/integration

GNC – Redesign/Store launch all-encompassing/Large scale systems integration/third party vendor integration/Data migration/integration

BusinessEdge Solutions (2005 – December 2006)

Account Engagement Program Director – (Comcast Exclusively)

Responsible for development support of new business and delivery of technology contracts to Comcast with a total revenue generation requirement of $6MM. Technology delivery spanned network and IP integration services, Adelphia migrations, and other support services. Primary interface for account technical teams and Comcast points of contacts exclusively Senior Executives at Comcast. Leads/motivates cross functional teams to successful outcomes ensuring clarity of roles and responsibilities in the development and execution of the end-to-end plan, while working to identify dependencies, risks and critical path(s), with the explicit objective of ensuring all projects work streams are all encompassing to meet the program scope, schedule and budget. Extensively utilizes MS Project, MS Excel for the use of planning, tracking project details and presenting data to stakeholders, MS PowerPoint for the purpose of communicating project information in presentation format. Also, full administrative authority/responsibility for all projects P/L.

Client liaison and relationship management specializing in finding commonality with various clients

Business development activity for future and follow on business

Weekly revenue forecasting encompassing budget, utilization, and realization

Conduct project kick off, daily/weekly client support and status meetings, escalation point of contact for any and all issues

Maintain best practices based on establishes standards, policies, and procedures

Ensure project plans and milestones are met, integrity and quality of all project deliverables are maintained

Resource planning for proper skill set assignment and required number of personnel

Prepare and conduct formal project close out meeting, review of deliverables, and obtain certificate of client acceptance

Lucent Technologies/INS (international network services) (2000 - 2005)

Account Engagement Program Director – Comcast, (IBC - Security), GlaxoSmithKline, Radian Guaranty, Philadelphia Stock Exchange, DuPont, PA Turnpike Authority

Lead responsibility as Account Engagement Program Director in mid-Atlantic operation for such disciplines as enterprise technology implementations in networking, security, and disaster recovery among others. Responsible for development support of new business and delivery of technology contracts within the region across multi-discipline teams and several market segments including cable/content providers, insurance companies, healthcare, and state agencies. Leadership position in providing technology contract delivery and implementation services with multiple teams and developing additional business with these existing clients. Engaged in active resource planning and project management on a continual basis. While INS was part of Lucent from 2000 – 2002, assumed additional engagement management responsibility for Vital Soft product line with a $5MM revenue target.

Client liaison and relationship management specializing in finding commonality with various clients Primary interface for account technical teams and point of contact exclusively to Senior Executives for all the above mentioned Partners/Customers. Leads/motivates cross functional teams to successful outcomes ensuring clarity of roles and responsibilities in the development and execution of the end-to-end plan, while working to identify dependencies, risks and critical path(s), with the explicit objective of ensuring all projects work streams are all encompassing to meet the program scope, schedule and budget. Extensively utilizes MS Project, MS Excel for the use of planning, tracking project details and presenting data to stakeholders, MS PowerPoint for the purpose of communicating project information in presentation format.

Business development activity for future and follow on business

Weekly revenue forecasting encompassing budget, utilization, and realization

Conduct project kick off, daily/weekly client support and status meetings, escalation point of contact for any and all issues

Maintain best practices based on establishes standards, policies, and procedures

Ensure project plans and milestones are met, integrity and quality of all project deliverables are maintained

Resource planning for proper skill set assignment and number of personnel

Prepare and conduct formal project close out meeting, review of deliverables, and obtain certificate of client acceptance

Pre-sales activity with sales team for business development and forecasting

Ensure quality and integrity for both Vital Soft product line and engineering resources associated with all clients

Manage/lead Vital Soft pre-and post-sales support, schedule coordination of sales consultants with account managers

Coordinate weekly regional conference call for field pre-and post Sales Engineers with clients if necessary

Computer Sciences Corporation (CSC) (Contract 2000)

Senior Project Manager

Responsible for all activities associated with formal project management for this client as an in-house PM. Technology-based engagement involving networking and security activities over a 6-month period.

Identification and documentation of all requirements for project

Development of Project Definition (PD) document to include 13 key project elements for successful delivery

Identify and engage across client functional groups to ensure project timelines and tactical success

Development of all project plans, reporting artifacts, management review documents with identifying timelines and milestones

Track deliverables/milestones; conduct weekly status meetings; resolve technical/resource issues

Monitor and report statistical project progress on a weekly basis

Contract management and change control management process documentation

Manage/drive project completion included formal close out and management review

Ram Technologies (1999-2000) Contract

Senior Project Manager - Implementation of PMO Practices

Responsible for all activities associated with development and introduction of a formal PMO into this organization.

Identified procedures, policies, and processes for the successful implementation of a Project



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