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Enterprise IT Govern, IT Engage Mgmt, IT Portfolio Mgmt, Program Mgmt

Location:
Boca Raton, FL, 33432
Posted:
October 12, 2018

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Boca Raton, FL 561-***-****

JR RUCKER ac7c49@r.postjobfree.com

ENTERPRISE IT GOVERNANCE & IT PORTFOLIO/PgM ENGAGEMENT EXEC o/PM Engagement Manager

Visionary Engagement Management Executive with Big 4, Blue Chip, and Fortune 50-100 accomplishments in Institutionalizing Enterprise-wide and IT Governance Risk & Compliance (GRC) Solutions in Agile/Lean Environment (harnessing the innovation of the teams) encompassing: Structuring/Re-Structuring of Topology/Framework components, Strategic Planning & Alignment with Enterprise Vision & Objectives, Value Management/Val-IT Delivery, Risk Management/RiskIT for effective mitigation and control, Resource Management, Process Engineering/Re-Engineering, and Performance Measurement utilizing a Balanced Score Card & Executive Dashboards.

Served on and Chaired Enterprise-wide & IT Strategy and Steering Committees. Successfully partner with and manage executive level stakeholders, PMOs & Working Groups with Domestic & International cross-functional teams. Highly praised for coaching/mentoring delivery with effective knowledge transfer that elevates all stakeholders. Numerous PMO Transformation Efforts resulting in significant ROI, customer & stakeholder satisfaction ranking, and team productivity improvement. 15+ years of full-cycle Engagement Management utilizing systematic approach initiating with sales and ending with successful completion of Engagement. Managed Billion+ in IT Engagements & Global Programs (including SAP Programs) with matrixed-out Stakeholder Teams of 1,500+ and Core Teams of 150+. Acclaimed work with Organizations improves their business performance through Best Practice Portfolio Management, Governance, and Strategic Planning Models. Distinguished management of IT Portfolios, successful rollouts of IT Program (ERP & SAP – DWH & Supply Chain-based), and optimized IT Infrastructure & Operations Initiatives, within (Scrum/Agile & Waterfall) SDLC and PDLC, respectively, has: provided prototype for subsequent endeavors, surpassed operational efficiencies, improved decision-making & communications capability, increased revenues, driven efficiencies, and strengthened financial reporting & controls. Primary INDUSTRIES: Big 4 Consulting/GRC, Financial, Mutual & Managed Investments, Consumer Goods/Manufacturing, and City Municipalities. Other INDUSTRIES: Aviation and App SW. CORE COMPETENCIES

- Engagement Management, Enterprise-wide & IT GRC - P&L Ownership, Steering Committee Chair

- IT Risk Management & Mitigation, Strategic Planning - PMO Transformation, Process Engineering/Re-Engineering

- IT Agile-based Portfolio/Program Management - DWH & SAP Management, IT PMO Transformation

- Change & Contract Management, Infrastructure Deployment - Full SDLC, Software Engineering, Software Remediation

- Senior Stakeholder Management, Bus Unit Management - Global Client Management, Vendor Management

- Distributed Team & Multi-cultural Team Management - Team Building, Knowledge Transfer, Executive Reporting

- Performance Benchmarking/Metrics, Balanced Scorecard - SOW/Regulatory Compliance, Disaster Recovery EDUCATION & PROFESSIONAL CERTIFICATIONS

MS Computer Science/Information Systems, DePaul University BSC Accounting and Business Administration, DePaul University CGEIT Certified in the Governance of Enterprise IT, ISACA CMS Certified Scrum Master, Scrum Alliance

PMP Project Management Professional Certification, PMI PROJECT MANAGEMENT/PLANNING & TOOLs: PlanView, ARTEMIS, Jira, Microsoft Project, Microsoft Project Server, Project Workbench, Borland CaliberRM, StarTeam, Documentum eRoom, Microsoft SharePoint, Quick Place, Mercury Quality Center METHODOLOGIES, FRAMEWORKS, & APPLICATIONS: COBIT5, RiskIT, Val-IT, TQM, PMI/PMBoK, NCMA/CMBoK, CMM/CMMI, MarkIT EDM, Scrum/Agile Framework, Lean Kit, Waterfall & RUP SDLC, SEI SUMMIT-D, Warrier-Orr, Jackson, SAP ERP, SAP NetWeaver, Dun & Bradstreet Millennium-based Applications, Microsoft OS & Professional Office Suite ENTERPRISE-WIDE & IT STRATEGY and STEERING COMMITTEES (served on)

- Steering Transformation - Pharmaceutical/Drug Store Chain

- Municipality Steering Co-Chairperson – City Municipality

- Municipality IT Strategy Committee Member – PwC/City of Cleveland

- Enterprise IT Strategy Business Process Oversight Committee Member – AEP, WFS, Northwestern Mutual

- Enterprise IT Steering Committee Chairperson – Phillip Morris (KGF) 2 of 5

JR RUCKER

EXPERIENCE

PlatiNU-WORLD Group 03/04 to date

Enterprise IT Governance & IT Portfolio/PgM Engagement Exec Engage with Client/Executive Management for Governance and overall direction of complex multi-business unit Portfolios/Programs for alignment to Enterprise-wide Strategic Plan. Engagement Governance delivered Best Practice Business & IT Solutions as subset of PMO Transformations within Scrum-based/Agile environment of geographically distributed and culturally diverse Work-Groups. Engagements:

Financial Institution (current) Enterprise IT Governance/PMO Program High-profiled enterprise-wide Data Management/Warehousing Effort mandating extensive engagement with Client’s Executive Community. Delivered brain trust for build of expansive Enterprise-wide Program aligned with the Organization’s strategic vision/operating model of ‘Enabling Decision Makers with Real-Time Enterprise Information’. Program delivered under Enterprise Architecture: SAG Alfabet Proof of Concept, SAG Alfabet Implementation and AppDynamics Implementation of an Application Performance Tool... Program Solution a relevant component for compliance with Federal Reserve Dodd-Frank Wall Street Reform and Consumer Protection Act-Resolution Planning/Living Will Section 165(d).

Credited for successfully delivering Program Solution to disjoint stagnate individual initiatives. Participate in overall decision making as part of the Senior Management Team.

Program build utilizing Client’s PMO Center of Excellence Methodology/Tools: Business Case, Program Model/SOW, Funding Acquisition, build/development of National Project Teams and recurring & financial reporting and executive presentations.

Day-to-day management of relationship with vendor partners and builds of technical and user-based Planning & Training Sessions. Served as primary point of contact for all key stakeholders. Northwestern Mutual Investments Data Management IT Governance & Steering Council Rep IT Governance, Risk and Compliance for major multi-year Scrum-based/Agile Data Governance Effort utilizing MarkIT EDM Tool to address Investment Management mandate for a flexible, agile, and transparent system, that provide trusted & centrally located data. Partner with the Data Governance Council and Steering Committee for Development/Institutionalization/Socialization of Policies, Processes and Procedures, for Effort and impacted downstream/targeted systems. Provide ongoing oversight & compliancy reporting with management of work effort via Lean Kit Kanban.

Developed/executed Managed Investments Transition Plan for New Data Domain Organization Policy with subsequent monitoring to ensure compliancy. Oversight of socialization at Effort’s Program Increment, Sprint Review, and Working Group Events. Utilized New Data Domain Organization Structure enhance Effort’s Delivery Measurements & Metrics Cumulative Reporting Model: Total Velocity, Scope, Burndown Rate/Forecast, Budget Funding Commitment, Scrum Product Owners Business Value, and Creation Cycle.

Continuous improvement to Managed Investment environment with successful efforts designed to build expertise, establish predictable/consistent processes and focus on business priorities with strategic alignment. Walgreens Enterprise-wide Governance & Program Transformation – SAP Highly visible role with nation-wide impact on 8,000 store locations and focus on Micro-Merchandising, Data Collection/Warehousing and utilization of Data Trends for critical strategic initiatives. Served as VP Liaison for communications and reporting to all Stakeholders. Elevation of Governing Model to encompass a results-oriented Management Office with Governance Values that is: strategic & agile, anticipatory & proactive, effectiveness & outcome focused, leveraged human capital, communicative, with risk intelligence.

Restructuring of Steering Committees comprised of leadership across the corporation. Advancement of traditional approach to include measuring benefits against KPIs defined by Governing Council. High level focus on: lowering customer attrition & lowering stock-outs.

Engineering Governance Processes – with emphasis on Strategy Execution through process development and implementation – IMS/Tool development, Implementation Protocols for institutionalizing and socializing to the PM professionals nation-wide.

Elevated Program Goal is to provide: scalability, tailor ability for future enhancements, enterprise oriented delivery, resource/skilled based, and effectiveness-driven in Approach. Goal realized through the implementation of BP Automated Solutions eliminating manual/human intervention – reducing cost and increasing productivity.

Refinement of Facilities Data Mart and Re-engineering of Process for Collection/Analysis thru Query/Results delivery. Development of Interface to mainstream SAP-based Retail and Financial Systems with Cloud real-time Solutioning. Facilitated delivery of: Low Volume Analytical Processing, Rapid Online Transaction Processing, and complex Predictive Analysis. 3 of 5

JR RUCKER

Synchrony Financial Portfolio Management & Governance Transformation – Divestiture/TSA Build/Management of highly visible and complex Scrum-based/Agile Portfolio with Transformation of Governance for Enterprise Architecture (EA)Practice of Financial Institution divestiture from Blue Chip Organization. Provided strategic recommendations to EA Leadership for implementation and evaluation of EA Operating Policies/Practices/Procedures. Collaborated directly with leadership on expansion of strategies to enhance the value of all outcomes within the functional areas of operations, and participates in the overall decision making as part of the Senior Management Team. Partner with primary consulting firm for management of Transitional Service Agreement (TSA) components, Separation, and Business As Usual Activities.

Partnered with PMO for redeployment of Organization enhanced Scrum Framework, SDLC, and IPLC Methodologies including: Project Prioritization and Tailoring Protocols, Scrum Reviews, Project Quality Review/Control, Metric/Scorecard Reporting, Resource Management, and Vendor Selection/ Contract Management.

Developed/Monitor & Control Practice Portfolio Schedule, Resource/Capacity/Demand Planning, Build of Enterprise-wide Reporting through Integrated Project Plan, and Executive Reporting.

Management oversight of EA Practice Team Members Service Advisory & Technical contributions to major Enterprise-wide Efforts.

Provide Coaching/Mentoring to Core/Senior Management and PMO Teams with Development/Teaching of Training/Ed Courses. City of Chicago Delivery Exec/Principle – Biometric Time & Attendance Program (Police, Fire, Aviation) High-profiled Time & Attendance Solution Effort with Wave 1 E2E focus on Police, Fire, and Aviation. Comprehensive reviews of SOW/Contract for build of IT Governance Framework for a complex 4 Year/5 Wave Effort that aligned with City’s Strategic Plan and Stakeholders expectations. Strategic and Tactical Planning, Compliance/Risk/Business Continuity Delivery, with Collateral Benefit of Institutionalized Business Processes and elevation of City’s Senior Project Management Team. Delivered comprehensive Framework encompassing System Logical Design & User/Data Definition with QA Protocol to Vendor for Physical Design & Coding. Managed delivery of product from Vendor - approach ensured excellence in product Core Project Team of 50+.

Weekly Executive/Stakeholders Consolidated Status Reporting and Co-Chaired Monthly Steering Committee Meetings with Dashboard Reporting for Measurement of Performance and Outcome Indicators.

Established and deployed IT Governance Framework to City, SDI (MBE/WBE) Team for current (and subsequent) Waves.

Extensive Coaching/Directing of City PM, MBEs, WBE, and Software Vendor Partner for Activities: Project Topology/ Structuring, Planning, Citywide Kickoff, Training, Requirements Definition/Gap Analysis, Logical Design, Quality Solutions, Environmental Readiness, Technical Standards, and Rollout Strategy/Protocol.

Built upon existing technology of SDI and the City for creation of Collaborators Information Exchange between SDIknow & SharePoint, respectively. Created/developed all Project Assets Branding and established Repository Synchronization Protocol.

Delivered an Executive Post-Implementation Maintenance “Quality Solution” for services provided by Software Vendor Partner that would ensure the overall integrity, quality, and timeliness of Services provided for next 5+ years. NewPage Corp IT Governance/PMO – SAP Program Manager Business Systems Supply Chain Directed PMO activities for successful E2E Integration of Manufacturing Client’s newly acquired Plants (MN, Nova Scotia and WI) into Environment of five existing Operating Plants (MD, ME, MI, OH, KY). Client runs SAP – in Agile/Lean Environment - for Order-to- Cash, Financials (AP AR, and GL), MRP, Inventory and Source & Support Procurement. Optivision used for Manufacturing Execution System (MES) with Spectrum and Genesis for HR.

Established/implemented Project Management Processes around Program Effort and Monitor & Control activities of three primary Vendors (IBM, Accenture, and Grant Thornton) resulting in cohesion and successful rollout of Application. The Northern Trust Company Program Manager and IT Governance – PMO Transformation Directed full New Application Development SDLC activities of International Transfer Agency Program with Core Project Team of 35 and a Stakeholder Matrixed-Out Team of 100+ located in Chicago, NY, and Europe.

Integrated Technology with Strategic Direction Roadmap and Program Charter. Managed all Subsidiary Program Plan and supporting Components.

Assessed Program and re-establish/restructure it for success utilizing Institution’s SDLC and applicable Tools. Facilitated development and ensured completion of Business Program through coordination of tasks, issues and risks utilizing the IT Program System Architect and Project Managers. Monitor Progress and report Status & Budget, via Communications/Collaboration Tools, to Board/Senior Management/and Stakeholders.

Developed/Institutionalized On-Boarding Protocol resulting in 30% reduction in IT New Hires Ramp up Time. PepsiCo/Quaker Foods 1Up Integration SAP Test Program Manager – Quaker Hot Fill Supply Chain Implem Partnered with Supply Chain Legacy Stakeholders & Process Solution Managers, and Accenture Enterprise Program Management Team to manage E2E Delivery of new Global Legacy Interfaces and Conversions into SAP Environment for Program/Project 1 Up. Effort entailed Strategic Business Process -Transformation Program for migration to common Operating Platform across North American (NA) through harmonization of Processes onto SAP-based Enterprise Resource Planning (ERP) enabled Solution. Components of ERP Solution were: SAP, EAI Interface, and Enterprise Data Warehouse with Legacy Applications interfaced and/or modified within multiple Implementation Waves. Continues on page 4 of 5 4 of 5

JR RUCKER

Key deliverable was Comprehensive HFSC Program Test Plan encompassing Test Approach/Strategies for each HFSC Process Solution Area: Logistics, Warehouse/Mfg., Finance, Order to Cash, and Integrated Supply Chain Planning. Core Team was comprised of 27 Senior Manager/Directors with a Matrixed-Out Stakeholder Team of 100+. Program encompassed Functional (System Test/User Acceptance), Regression, and Non-Functional Testing (Performance/Operational/Readiness).

Comprehensive review of Business Requirements and Accenture GAP Analysis with Mapping to Caliber System RICEF Delivery Development of RICEF Objects. Monitored Program Development Team Progress to ensure completion (development and Assembly Testing) of scheduled Objects for inclusion in End-to-End Systems Testing.

Developed Process Areas Environmental Readiness Checklist and Facilitated the Procurement of HW/SW and HR.

Directed Team’s activities for development of Mercury Quality Center-base: Test Requirements, Cases, Scripts/Sets, and Execution Schedule. Managed Daily Test Execution Meeting and SIR/Defect Tracking Meetings. Post-Implementation Lesson Learn Delivery. SABBATICAL ARTIST – Completed Oil on Canvas Collections 09/02 to 03/04 PRICEWATERHOUSECOOPERS (PwC), LLP 07/99 to 09/02

Risk Management & Quality Assurance Practice Management

Lead/collaborated in Engagement Management of Client Portfolios aligned with Business Strategy and ongoing Operational Requests enabling management of projects across business units. Drove activities of Teams comprised of PwC, Clients, and 3rd Party Vendor leveraging common standards and procedures within proven Industry Frameworks (PMBoK, CMBoK, SEI/CMMI, and COBIT). Enabled Quality & Control improvements for ease of future mergers and acquisitions. Facilitated controlled activities and Artifacts delivery of large/complex Programs/Projects that were National, Regional, or cover multiple Jurisdictions. Re- engineered & Standardize IT Processes to improve Quality & Efficiency, lower costs, and maintain commitment to achieve Sarbanes-Oxley (SOX) and other Regulatory Compliance.

Provided Assessment and Enhancement Reports for existing EPMOs or Strategic Plans for proposed EPMOs. Develop Organizational Mission/Objective, Multi-year Strategic Plans, and Evaluation of Current Project Load with Project Assessments, proactively consulted with Client’s User Groups and analyzed cost/benefits to suggest Project Prioritization Structure/Topography. Provided Evaluation of Processes and Procedures with Recommendations for Rollout of EPMO Standard Operating Procedures and Toolbox. Created EPM Implementation Plan and Rollout Strategy with solutions that best served clients. Provided recommendations for/served as Chairperson of Steering Committees and SEPG organizations.

Contact for Client’s Secondary Auditors – responsible for execution of corrective actions/compliance with Local, Municipal and Federal Standards and Legislation. Monitored interaction and deliverables to external clients to ensure PwC’s Standards of Excellence were consistently meet that included – not limited to – initiating customer contact through User/Focus Groups to determine additional Testing needs for future Enhancements. Engagements:

Delta Airlines Business Elite - Enterprise Program QA and Risk Assessment Project Cleveland Public School System K-12 Students Record Management Program Implementation City of Cleveland 911/Emergency Medical and Correctional System Migration IBM GLOBAL SERVICES 02/95 to 07/99

Enterprise Program Manager

Engagement Management and Y2K Program Manager/Officer for delivery of Top-Tier Clients Enterprise-wide Solutions. Responded to RFP, developed SOWs outlining IBM’s Transformation 2000 Methodology and prepared Technical Strategic Plan for Assessment of soliciting client’s environments. Identified multi-million dollar business development opportunities for Enterprise Program Management (EPM) Approach beyond Y2K.

Guided clients in structuring EPM/PMO which included building of: Implementation and Task Forces, Systems Security Compliance Teams, Test Teams, and Disaster Recovery Response Teams.

Assisted client in deployment of PMO with Plans/Approaches for handling of: Requirements Definition, Systems Implementation, Inventory Information Collection and Archiving, Vendor Contacting/Info Solicitations, Data Processing/Cleansing and Reporting.

Co-authored Disaster Recovery Module for IT Transformation 2000 PMO Methodology which incorporated Backup/Restart Procedures and documentation of Applications/Systems with Criticality Scheduling & Protocol at Hot-Sites. Co-authored Vendor Package Analysis Module to address Packaged Software Evaluation, Replacements and Upgrades. Engagements:

State Farm Insurance QA Portfolio Transition Review of Vendor Replacement Projects (VRP) Wm. Wrigley Jr. IT Transformation/Off-Shore Remediation ABN Amro Global Y2K Remediation Plan Review

5 of 5

JR RUCKER

PHILLIP MORRIS – KRAFT GENERAL FOODS (KGF) 06/90 to 10/94 Supply Chain-Business Systems Manager, Kraft USA (KUSA) Installed Based Systesm – Sales Accounting Ownership with P&L responsibility of the BU’s activities for New App Development efforts and maintained Service Level Effectiveness of 24 critical front line Applications utilizing IMS, DB2, and Client Server Technologies. Hiring/termination/development responsibilities for staff of 12 with Core Project Teams of 55+. Served as Sales Steering Committee Chairperson and managed KUSA $20+ million dollar Project Portfolio/Strategic Plan (including Supply Chain). Led Department in IT Transformation/Re-Engineering of major Efforts critical for migration to KGF Environment: New Price Policies, Migration to KGF Customer/Product Master Files, Implementation of Consolidated Invoice, MSA AR Interface, and Kraft Foodservice Migration to Dedicated Environment. Spearheaded full SDLC of four complex New App Dev. efforts that surpassed production environment performance standards: Allocation Tracking System, AR Consolidated Credit Reporting, Jell-O Pudding Snacks System, MSA AR, and Marketing Micro Merchandising.

Developed/managed Resource Staff ensuring depth of knowledge of all supported Software. Responded to End-user Requests, Production Problems reported by Operations, Issues, etc. Executive and Senior Management Status Reporting, Established/developed/maintained business relationship with Operations, Applications Services, partnering Technical Support Departments, Vendors, and User Community

Recognized for first successful Disaster Recovery Test. Developed/implemented Standards for Documenting Critical Applications for Installed Based Systems residing on Glenview MF. Directed/monitored upgrade activities of Departments with final Compliancy Reviews. Partnered with Kraft’s Technology Groups managing KUSA activities at Hot-Site for Disaster Recovery Tests with Post Review/Assessment.

Established Time Reporting/Project Planning Modules of ARTEMIS for KUSA 230 Projects/150 Maintenance/Support Areas. Developed Training Material/Program, established Process Support Area, managed KUSA Rollout, and performed QC/Reviews of Production System.

Partnered with Executive Management Team for development and Institutionalization of critical Process Areas and implementation of Total Quality Management (TQM). Charted and ensured success of Improvement Teams: Microsoft Project Tool Integration, Pricing Logic Catalog Documentation Upgrade/Technical Training, and System Failure Journalizing.



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