ac7d4n@r.postjobfree.com

Melanie d. Ivey (c) 678-***-****

Forward Thinking Technical Leader offering 20+ years of successful experience in digital media technologies, mobile applications, web applications and new technology development with dynamic and rich internet application technologies. Impressive track record of leading project management initiatives and quality assurance solutions for business initiatives. Distinguished performance in large-scale cross-functional projects and change management. Additional subject matter expertise includes:

Stakeholder Partnerships

Operations Support

Financial Management

New Product Launches

Process Improvement

Multi-team Management

Results Driven Solutions

Scope Management

Resource Planning

Risk/Conflict Resolution

Problem Management

Team Development

Incident Management

Effective Communication

Agile Methodology

PROFESSIONAL EXPERIENCE

DELTA, Atlanta, Georgia (2018)

January 2018 – July 2018 – Senior Project Manager, IT Transformation

-Spearheaded and Developed Engagement Model for capital project managers to secure resources in the feasibility phase of projects.

Developed and implemented processes and tools provide leadership visibility to project status at any given time

-Developed Capacity Report for VP for future planning and staffing purposes on a weekly basis

-Project managed CORE Technology sponsored IT Risk projects (2 projects)

Facilitated weekly team meetings for project progress, coordinated task efforts, and risk mitigation planning.

Created and maintained project plans, developed reports, manage issues and risks, and helped control project scope

Provided project status to VP on a bi-weekly basis, both from the team perspective and overall project status perspective highlighting any potential issues, including schedule, resource, cost, and risks

Managed project to drive successful project outcomes for large initiatives

Worked with 3rd party vendors to maintain alignment and lead cost-benefit analysis efforts.

Conducted budget planning and managed budget

Applied lessons learned to projects

-Project managed CTT resources within non-CTT sponsored capital projects (5 projects)

Cultivated partnership with the capital project managers to establish consistent communication of project scope, risk, and status for the CTT group.

Managed project scope between CTT teams, shared technology groups and dedicated corporate resources to drive successful project outcomes for large initiatives

Facilitated weekly team meetings for project progress, coordinated task efforts, and risk mitigation planning.

Provided project status to VP on a bi-weekly basis, both from a CTT group perspective and overall project status perspective

ASAP CONSULTING, Atlanta, Georgia (2017)

April 2017– December 2017– Senior Project Manager

I managed the following projects: SMS NextGen - Enterprise Workflow Orchestration Part-3, Widget (Digital Home Solutions), NextGen eSupport (Authenticated), (VIP) IP IC: Wholesale VoLTE/CVOIP 2 info, and IP IC: AVOICS/BVoIP Interop and Transit

Core Responsibilities:

-Obtained internal ATT resources and vendor resources for the projects

-Managed project scope, resources, documentation, financials, risks, and status via the PRISM system

-Created and governed all change requests via the CR process for shifts in the project

-Communicated the project/product objectives, priorities and direction to all stakeholders.

-Translated product/project objectives into integrated project plan

-Provided financial reports on a daily and monthly basis to discuss the spending trends for the project budget

-Built partnerships with internal cross-functional resources within ATT organization assigned to the project.

-Planned and provided consistent and effective communication of project status, issues, risks and actions

-Built and maintained relationships with our clients and third party vendors

-Established tracking and roll-up of project milestones and/or product team velocity and metrics for program level status reporting

TURNER BROADCASTING SYSTEM, Atlanta, Georgia (2007 – 2017)

September 2016 – March 2017 – Senior Operations Manager, NBA Digital

-Program managed the NBA's major tentpoles: Season Start and All-Star Weekend across the NBA Digital product suite.

-Provided daily operational support for NBA.com responsive Web platform, assessed production-related issues to ensure they were directed to the appropriate team for problem resolution, and evaluated and drove project- and operations-related process improvement

-Managed workflow between internal departments, shared technology groups and dedicated corporate resources to drive successful project outcomes for large initiatives and NBA tentpoles

-Created program plans, aligned (and in some cases developed) pre and post-launch schedules (and timelines) for digital platform enhancements that included (not limited to) product and/or tool modifications for advertising (ad)-based and subscription products, creative developments, the Drupal content management system, structured data tools, etc.

-Developed and implemented processes and tools to give management visibility to project status at any given time, which included: creating detailed program or project-level status reports that reflected project risks, mitigation strategies, operational readiness, and performance on success metrics

-Summarized and reported on the status of projects, both quantitatively and qualitatively required both from a macro/aggregated perspective and an individual task-level perspective

-Built effective, productive working relationships with NBAD product managers to operationalize and execute the NBA Digital product roadmap which involved working closely with Sr. Product managers to gain a better understanding of requirements early in the process and ensure all factors/areas were covered

-Partnered with department leads to make sure the team was complying with the scope of the project agreements between NBA Digital, NBA League, its partners and vendors

-Acted as a communication conduit and organizational guide between internal teams (technology, product, content, design, etc.)

March 2015 – September 2016 – Digital Operations Business Liaison/Sr. Production Systems Specialist, Digital Operations Center(DOC); Problem manager for Digital properties

-Business Liaison for the following clients: HLN, Digital Ads, Native Ads, CNN Arabic, Data City, TVE, LWS, ASPEN

-Developed and maintained internal DOC roadmaps for clients’ upcoming events and launches

-Built and maintained client relationships to provide support of yearly roadmap events and launches

-Collaborated with stakeholders within business verticals to secure training for the DOC on support initiatives, upgrades to existing products, and new technology.

-Coordinated and facilitated monthly client meetings to discuss business updates, support status, Critical and High priority incidents, incident trending of Medium and Low priority incidents, open product support items/defects, roadmap updates/changes, monitoring opportunities, and offer sound advice on key decisions

-Communicated the roadmap project objectives, priorities and direction of the business stakeholders to the DOC team

-Translated product/project objectives into Event Response Procedures (ERPs) for the DOC for the clients’ roadmap

Problem manager, Digital Brands

-Identified critical incidents and reoccurring incidents and create problem records

-Coordinated, scheduled and conducted Post Mortem reviews with stakeholder(s), problem owner(s), and involved parties to obtain clarity of the incident and to talk about the implemented or proposed resolution for the issue

-Maintained the status of the problem records, updating with root cause analysis information and other updates provided

-Coordinated, scheduled and conducted Service reviews with stakeholder(s), problem owner(s), and involved parties to discuss identified projects for technical enhancements

January 2015 – March 2015 – Project Manager, Turner Network Sales (TNS): International and Domestic

Core Responsibilities:

-Developed and maintained yearly roadmaps for the business and ensured TNS stakeholders were kept up to date on all changes throughout the year

-Built partnerships with cross-functional teams within the MSS organization and TNS organization to deliver projects under budget and on- time

-Communicated project/product objectives, priorities and direction from TNS stakeholders to the cross-functional teams within MSS.

-Coordinated and facilitated the project kickoff meetings with TNS stakeholders and MSS cross-functional teams for each project

-Established and secured budgets for new development projects outlined within TNS stakeholders’ yearly roadmap

-Managed the full software development life cycle of all projects and backlog work

-Maintained and reported financials for projects monthly to TNS and MSS stakeholders

-Planned and provided consistent and effective communication of project status, issues, risks, and metrics to cross-functional teams and executive leadership within MSS and TNS

-Established and maintained relationships with third party vendors

-Translated product/project objectives into integrated project plans, schedules and budgets for all TNS projects

- Conducted the daily scrum meetings with the web development team and the quality assurance team during the life cycle of each project

-Revised project plans and shift priorities, as needed and in conjunction with all participating parties, to ensure successful completion of projects.

- Created and managed product backlogs for TNS

-Facilitated monthly backlog reviews with TNS to prioritize implementation expectations

April 2013 – December 2014 – Project Manager, Adult Swim (including The Smoking Gun), Turner.com, Cartoon Network Mobile projects

Core Responsibilities:

-Developed and maintained the yearly project roadmap for the business and ensured that stakeholders were kept current and up to date on all changes throughout the year

-Translated product/project objectives to integrated plans, schedules and budgets for the entire life cycle

-Communicated the project/product objectives, priorities and direction to all stakeholders.

-Provided financial reports monthly to discuss the spending trends (actual vs. projected) for the yearly budget

-Built partnerships with cross-functional teams within the MSS organization and the business team to deliver projects under budget and on- time

-Planned and provided consistent and effective communication of project status, issues, risks and actions items on behalf of the business to the cross-functional teams within the MSS organization

-Assisted with major decisions about resources, goals, and standards and assured that all parties involved understood their delivery responsibilities, holding them accountable.

-Built and maintained relationships with third party vendors

-Created and maintained the product backlogs using the Agile methodology

-Revised plans and shift priorities, as needed and in conjunction with all participating parties, to ensure successful completion of the project/product.

-Provided input to management on issues beyond the scope of the project/product.

May 2011 – April 2013 – Project Manager, PGA.com

I managed the following projects: 2011 and 2012 PGA Championship Tournaments, 2011 PGA Professional National Championship Tournament, 2013 Masters Tournament, 2012 PGA Microsite Redesign project, 2013 PGA Mobile 1.5 project and 2013 Tee 19 mobile app project.

In addition, I was responsible for managing the PGA Day to Day Operational projects and tasks.

Core Responsibilities:

-Communicated the project/product objectives, priorities and direction to all stakeholders.

-Provided financial reports on a monthly basis to discuss the spending trends for the yearly budget

-Maintained the yearly roadmap for the business and ensured that stakeholders were kept current and up to date on all changes throughout the year

-Built partnerships with internal cross-functional resources within APMT organization and the business groups within the PGA business team to deliver on-time business driven solutions.

-Planned and provided consistent and effective communication of project status, issues, risks and actions

-14% of the original budget was reduced as a result of managing the capital budget for PGA Microsite Redesign

-Built and maintained relationships with our clients and third party vendors

-Translated product/project objectives to integrated plans, schedules and budgets for the entire life cycle or creation of the product backlog using the Agile methodology

-Established tracking and roll-up of project milestones and/or product team velocity and metrics for program level status reporting

-Established and managed stakeholder expectations and revised plans and shift priorities, as needed and in conjunction with all participating parties, to ensure successful completion of the projects/products

November 2010 – February 2011 – Project Manager, 2011 NBA All-Star Weekend

In my Senior Quality Assurance Analyst role, I led the project management effort for the 2011 NBA All-Star Weekend. To implement 2011 NBA All Star Weekend products, I oversaw 12 workstreams, project scope quality, schedule management, resource allocation, and risk of each workstream.

Core Responsibilities:

-Communicated the project/product objectives, priorities and direction to all stakeholders

-Coordinated and facilitated the project kickoff meetings for each workstream and for the requirement gathering sessions for each workstream

-Built partnerships with cross-functional resources within APMT organization and business groups within PGA organization to deliver products on time

-Conducted and facilitated weekly meetings with NBA Digital Executive staff to discuss project status, scope changes, project risks and the prioritization of the risks

-Facilitated weekly meetings with overall project team to provide and articulate clear direction for all project tasks, workstream management, and risk

-Conducted the daily scrum meetings with the web development team and the quality assurance team during the development and execution phases of the project

-Conducted daily scrum meetings with the project management team

-Developed and provided consistent and effective communication of project status, issues, risks and actions

-Built and maintained relationships with our clients and third- party vendors

-Translated product/project objectives to integrated plans, schedules and budgets for the entire SDLC and created product backlogs using the Agile methodology

-Established tracking and roll-up of project milestones and/or product team velocity and metrics for program level status reporting

-Established and managed stakeholder expectations and revised plans and shift priorities, as needed and in conjunction with all participating parties, to ensure successful completion of the project/product

-Provided input to executives on issues beyond the scope of the project/product

-Created the overall launch activity plan for All-Star Weekend that detailed minute by minute tasks for the event driven changes for the entire event schedule

-Coordinated and facilitated the dress rehearsals for the All-Star Weekend launch activity plan with the project team

-Coordinated and facilitated the risk mitigation planning session for the All-Star Weekend launch activity plan

-Coordinated and facilitated integrated poll simulations with internal staff (mobile group, web dev team), Third- party vendors, and the China partners to conduct integrated poll requirements

January 2007 – October 2010 - Senior Quality Assurance Analyst

I led software quality assurance initiatives by scoping and planning for the implementation of a wide range of technologies to support NBA products. 85% of the project deliverables were increased in quality by the initiatives implemented.

Core Responsibilities:

-Maintained sole accountability for managing daily and strategic activities of internal quality assurance staff in a .COM environment, which ensured all projects were completed on time

-Design and presented quarterly reports to VP of Business Operations during the 2009-2010 basketball season that identified the following trend patterns for all projects: defect severity, features validated, frequency each test suite was executed, turnaround time of defect fixes, the time it took to execute the test suites, and the type of projects implemented (new functionality or maintenance)

-Developed and implemented processes and tools to give management visibility to the quality status of each project during SDLC

-Met weekly with Director of Operations and Director of Web Technologies to prioritize upcoming projects, create project status reports weekly that detailed project status, project risks, and performance metrics

-Actively participated in the joint application development sessions and project scoping sessions for upcoming tent pole events each NBA Season

-Collaborated and partnered with cross-functional internal and business departments for project requirements gathering, project workflow scope verification, project deliverables, scope reviews, and quality assurance simulations, and performance testing efforts

-Created and provided communication between internal cross-functional teams, the NBA project team and client management regarding project related status information

-80% of the website consumer experience was improved by evaluating and implementing website quality performance trends which provided data driven business insights

-Obtained data and conducted analysis to monitor the outcome of enhancements to the websites and operating procedures

AUTOTRADER, Atlanta, Georgia (2005 – 2006)

Lead Quality Assurance Analyst

I aligned with the business to implement and monitor quality assurance methodologies by producing documentation, testing suites, defect analysis reporting, and overall metrics for the web-based projects. The increase of 65% in the quality of the project deliverables was provided by the quality assurance team.

Core Responsibilities:

-Managed the quality assurance team through all phases of projects from inception through completion

-Created and maintained detailed traceability matrices of the functional and technical specifications including use cases, UML models, and wireframe specifications

-Maintained and organized multiple project timelines and schedules for the quality assurance team for the allocated suite of projects

-Produced thorough project documentation (such as scope, quality project plan, traceability matrix document mapping requirements, test plans and creative assets) for the project suite

-Organized and facilitated training overviews to the entire quality assurance department, project teams, and business stakeholders

-Implemented comprehensive internal communication plans to all internal cross-functional teams and stakeholders, which included the current state of products, progress of enhancement, cost reduction, and process improvement projects

-Coordinated and oversaw the use case reviews, requirement reviews, architectural design reviews, and documentation reviews for project suite

ACCENTURE, Atlanta, Georgia (2001 – 2005)

Lead Quality Assurance Analyst

I organized, standardized, and implemented quality assurance methodologies for new technology projects. I also led efforts to deliver quality assurance documentation, testing suites, defect analysis reporting, and overall metrics for the new technology projects.

Core Responsibilities:

-Managed the Quality Assurance team employees and off-shore contractors through all phases of projects from inception through completion

-Spearheaded initiatives to standardize quality assurance strategies, plans, and methodologies for the quality assurance department

- Oversaw the definition, design, and development of test cases, traceability matrices, and defect/status reporting for projects

-Provided project and resource estimates and project scheduling matrices for quality assurance team

-Coordinated and oversaw the use case reviews, requirement reviews, architectural design reviews, and documentation reviews for projects

-Collaborated and partnered with internal cross-functional departments for project requirements gathering, project workflow scope verification, project deliverables, scope reviews, and quality assurance simulations, and performance testing efforts

-Maintained thorough project documentation (such as scope, quality project plan, traceability matrix document mapping requirements, test plans and creative assets) for the project suite

BELLSOUTH TECHNOLOGIES, Atlanta, Georgia (2000 – 2001)

Lead Quality Assurance Analyst

I created and implemented quality assurance methodologies for web-based projects. I also served as communication coordinator and liaison between third-party resources, internal teams, and clients. In addition I co-chaired the Methodology steering committee to establish process methodologies and practices for project life cycles.

Core Responsibilities:

-Led a quality assurance team of employees and contractors through all phases of projects from inception through completion

-Co-chaired committee to establish and implement process methodologies and practices within the quality assurance department which provided a foundation for improvements in implementation, client relationships, and project success metrics. There was a 70% increase in on-time, under-budget projects with the roll-out of the methodology process.

-Oversaw the definition, design, and development of test cases, traceability matrices, and defect/status reporting for projects

-Provided the project and resource estimates and timelines for quality assurance team

-Maintained thorough project documentation (such as scope, quality project plan, traceability matrix document mapping requirements, test plans and creative assets) for the project suite

-Produced project status reports and resolved day-to-day initiatives and strategy to all stakeholders

-Trained outside resources on new features and new products that were going to market

-Coordinated and oversaw the efforts for defect tracking and resolution with the development team and configuration management team. There was a 90% increase in defects found during the SDLC cycle, saving the company $750,000.

IBM, Atlanta, Georgia (1997 – 2000)

Test Team Lead

I developed the curriculum deck training manual for the mobile application integration process and provided training for the department on the process. I also organized and implemented quality assurance processes for field sales software implementations. In addition I participated in the CMM3 level certification audit process.

Core Responsibilities:

-Developed curriculum deck training manual for the mobile application integration process for the department that was used as a reference and training tool for incoming new hires and existing staff transitioning into the mobile sales role for IBM. There was a 90% increase in efficient onboarding.

-Supervised a quality assurance team through all phases of projects from inception through completion for field sales software created for multiple mobile platforms

-Maintained thorough project documentation (such as scope, quality project plan, traceability matrix document mapping requirements, test plans, quality assurance strategies, defect reporting) for the project suite

-Provided the project and resource estimates and timelines for team

-Collaborated and partnered with internal cross-functional departments for use case reviews, requirement reviews, architectural design reviews, and documentation reviews for projects and build schedules

-Created and implemented defect tracking processes and consistent defect status reporting with the project team. The percentage of defects found priority to delivery of software to production increased to 97%.

CERTIFICATIONS/ADVANCEMENT

ASQ Quality Assurance Certification

PMP Certification

ORGANIZATIONS/AFFILIATIONS

2010 Turner KEYS Graduate

2012 Turner Journey Map Graduate

2013 Turner Journey Map Board Member

2013 Turner Journey Map Program Coach

2013 TAP Graduate

PMI, Atlanta Chapter

EDUCATION

Tuskegee University

Bachelor of Science in Computer Science

George Washington University

Master’s Certificate in IT Project Management

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