Management Project

Location:

Posted:

June 21, 2019

Resume:

SUMMARY

PRINCE* certified Innovative, results-driven IT professional with over 20 years of experience tracking across multiple industry sectors from Food & Beverage, medical and clinical device manufacturing, Fashion retail and manufacturing, retail (franchisor & franchisee based), retail – FMCG, Gaming, manufacturing (Automotive, Metal (Iron Powder), Mining, Engineering, R&D, Distribution through to agriculture manufacturing (Growers seeds) and working across regional and global architecture for many global companies.

Recognized as a strategic partner, offering invaluable insight into alignment of applications, systems, data and architecture to meet critical business goals and objectives. As an IT management professional who has managed and implemented many successful business transformation projects, business change management, applications implementation projects, system development projects, cloud migration, BAU, help desk, management of onshore/offshore and remote teams, vendor and support teams across many geographical locations for multiple industries.

As an experienced senior IT management professional who has lead and delivered high-value capital investment initiatives for business transformation programs budgets ranging from 1.5 to 12 million dollars. Hands on application and technical knowledge of full ERP suite of modules, 3PL, Logistics and Transport, Transport Management Systems (TMS), Point of Sale (POS) Automated Warehousing (WMS), Supply Chain Management (SCM), Warehouse Mobility, Enterprise Asset Management (EAM), Manufacturing, Rental, Maintenance, Service Mobility and Service Management. Customer Life Cycle Management (CLM), Product Configuration Management (PCM), PLM, Business Intelligence & Data Analytics utilizing EDW, Document management and Archiving, Software Development Life Cycle process (SDLC), Post Go-Live system and applications support, automation, Business Change Management, Business Transformation management, Business 2 Business (B2B), Business 2 Customer (B2C) and EDI. As part of business transformation, I have managed project plans, training plans, change management, cut-over planning, Go Live and post Go Live management. I have successful delivered many ERP, BI, CRM, hosted and cloud base application implementations and migration projects, cloud support model implementation, business transformation road map execution and implementation and many other numerous implementations and upgrade projects.

SKILLS

Industries

Professional Services and Service Delivery (software vendors), Fashion, Retail – (FMCG/Vets, Pets & Pet foods, CPG, Electronics, White & Brown goods, Hardware, Franchise & Franchisor), Medical device manufacturing and software, FDA, TGS, GMP, Automotive, Mining equipment, Food & Beverage, Gaming and Leisure

ERP Applications

Infor (Lawson) M3, PLM – Optiva, PLM - Windchill, Oracle – R12, SAP, JDA – RedPrairie (WMS) JDA – Floor Planning (Space & Range for retail), MS Dynamics R-12, ASW/IBS, PRMS, IDS400 (ERP System for Automotive Industry), IMAS, System 21, R&R (Reynolds & Reynolds), MAXIMO, Forte WMS, ABB Manufacturing, IoT - Manufacturing and performance monitoring, Blockchain for Manufacturing and SCM

Electronic Digital Marketing & Analytics, Customer Loyalty programs

Google Analytics, Adobe EDM, Customer Loyalty and Rewarding - bLoyal

Business Intelligence & Analytics

QlikView, Tableau, Cognos, BIRST

Customer Relationship Management

SalesForce, Infor CRM, Dynamics CRM

Retail

Dynamics NAV, Space & Range, Retail Store rollouts and onboarding

Mobile App development

Using Appcelerator for retail stores, Medical Devices

Human Capital Management Applications

ADP Payroll management, KRONOS HR, MicroPay, Ceridian, Neller Payroll system

Payment Solutions

VeriSign Payment Solution

Projects, Defects, Software development management applications

JIRA & Confluence, Clarity, ServiceNow, Polaris, ServiceDesk, MS Project Server, MS Project

Application development programming software

RPG/ILERPG/SQL/QUERY, COBOL, JCL (Job Control Language), JAVA, SQL Server, VB Scripting

Implex project management methodology (Helsingborg, Sweden, 2008)

M3 Java design and programming training – Intentia (Sydney, Australia, 2004)

M3 MAK Java development environment training IMC – Intentia (Sydney, Australia, 2004)

M3 Output Manager (MOM)/Stream Server design and development training – Intentia (Sydney, Australia, 2004)

Hardware management

IBM Midrange (AS400, iSeries), IBM Main Frames, Virtualization (VMWare), SQL Server 2005

EXPERIENCE

AVAAP USA LLC – EDISON, NJ, USA

SENIOR PROJECT MANAGER - Apr 2018 - Present

Avaap is a provider of IT services and solutions for organizations that use Infor and Epic enterprise software applications. Our global community of experienced technical and business process consultants deliver quality resources via a proven onshore/offshore delivery model. As the fastest growing and largest IT services and software solution firm focused on Infor and Epic, Avaap serves more than 300 customers

Primary focus end to end delivery of programs and projects of Infor product suite which includes Infor - M3 ERP system, Infor - SCE, Infor – Advance Planning & Scheduling, Infor – PLM (Optiva), Infor – CRM, Infor – BI, management of onshore and offshore teams and S3 product suite for Avaap clients across North America. Implementation of cloud-based, on-premise, hosted services of Infor product suite coupled with ASW.

Client management (C level CEO, CIO, CFO), client advisory, timely risks, issues and status reporting, budget management, resource management

Customers

TREE TOP – Food and Beverage CPG & ING– Yakima – Washington – Program budget of 4.5 million USD

APP Group – Fashion - Montreal – Canada – Program budget of 1.5 million USD

Program & Project Management of Infor M3 ERP System with Business Intelligence and Analytics, Advance Planning, Scheduling, Planning and Demand planning, Budgeting and Forecasting, PLM

oProgram scope – Centralise 9 Manufacturing plants into Centralised ERP System with a global view of company performance. As part of this program will be centralising Finance, Supply Chan Management, Procurement, Sales and Logistics, Transport Management, Standardised Manufacturing and Plant Maintenance, Automation of Manufacturing, Warehouse management and Business Intelligence. Project budget of 4 million USD with 8 application and technical consultants, customer project team of 15.

oManagement of Risks, Issues, New Development (Interfaces & Enhancement) and Dependency management and resolution, Cut over planning with Change Management. Project management including, project financial management, project resource management and utilisation, project status reporting to steering committee which includes consultant utilisations, project financial management, project progress and planned activity and deliverables reporting, Changes requests review and management for new software enhancement development.

oReview and advice on new process improvements and streamlining of Manufacturing, Enterprise Asset Management (EAM), Supply Chain, Quality Management, Product Lifecycle Management (PLM), Warehouse Management, CRM, B2B, B2C, Ecommerce, moving excel based forecasting into system manage solution

HARVEY NORMAN, HOMEBUSH, NSW, AUSTRALIA

Group Financials Product Manager (July 2017 – 2018) – Contract Position

Norman is a large Australian-based retailer of electrical, computer, furniture, entertainment and bedding goods. It is effectively a franchise and the main brand owned by Harvey Norman Holdings Limited with more than 300 Harvey Norman stores in Australia and internationally.

Harvey Noman Group ERP Financials product ownership and management, review financials product enhancement requirements for Australia, New Zealand and Ireland, SAP ECC interface requirements, POS interfacing, review Financials transition into a SAP FICO, team and resource management, Proof of Concept (POC) initiation for SAP FICO transition and review. Interface supplier rebates from SAP ECC to Financials, checks to EFT strategy & planning and treasury requirement review, BI Analytics to transform financials information for critical decision making and management of MD security for financial information.

Management of MOVEX (M3) ERP Financials application and applications development team (M3) for Harvey Norman Group. Review current MOVEX Financials application and replacement opportunities for the future growth of the group. Review MOVEX and SAP Financials replacement options, SAP – Business Objects for executive dashboards, analytics and reporting, short term interfaces with SAP sales, procurement and inventory management (Supply Chain Management) and cross training options of the current technical team.

Planning and managed of current day to day system operation and management of Group ERP Financials and in-house applications and technical development team managing Fixed Assets, security, and other in-house developed modules, leading development team, change requests and new enhancements across Australia, New Zealand & Ireland

COCHLEAR, MACQUARIE PARK, NSW, AUSTRALIA

Project Manager (January 2017 – July 2017) – Contract Position

Cochlear is a medical device company that designs, manufactures and supplies the Nucleus cochlear implant, the Hybrid electro-acoustic implant and the Baha bone conduction implant. Based in Sydney, Cochlear was formed in 1981 with finance from the Australian government to commercialize the implants pioneered by Dr. Graeme Clark. Today, the company holds over two-thirds of the worldwide hearing implant market with more than 250,000 people receiving one of Cochlear's implants since 1982.

Planning and review vendor SOW’s, resource management (internal & external), onshore and offshore vendor team management, onshore offshore resource planning, project costing, planning, change management, QMS document management for regulatory bodies and artefacts for audits for FDA, TGA and other regulators. MDM, privacy of customer data and its management and new drawing and designs with PLM, CRM and ERP and New Product Development and Initiation.

Project management of Proof of Concept (POC) for WINDCHILL Product Lifecycle Management (PLM) software upgrade from V10R2 to V11R0 across Cochlear group, Departments which will be impacted during POC will be NPD (New Product Development) and NPI (New Product Introduction), D&D, QMS and Manufacturing & Logistics departments. Project management of multiple teams from onshore and offshore vendor teams (Australian & Swedish teams) and internal teams from Australia & Sweden. During this upgrade, will review new customization requirements due to its business growth.

Review of IoT to implement across all manufacturing and service centers of the group and integration with PLM with Manufacturing, Inventory management and Supply Chain.

Review HTTPS/SSL, access control and authentication, role-based security, performance testing, disaster recovery testing and PDM integration between PLM & ERP.

Responsible for management of business process review of Item Number Extension from current 8 digits to 11 digits, moving away from current semi intelligent non-scalable, non-flexible abused item numbers to “Non-intelligent”, scalable, robust and flexible item numbering system. Managing team of solution architect, application process lead and BA to review all the business systems across global business units (23 systems) which will be impact and creating a business case for funding of the project and application changes to Oracle R12 ERP system and other downstream systems.

Review current Product Configuration Management manual process to replace with Oracle R12 PCM and integrate with SalesForce, Oracle ERP, Cochlear One, Online store and Warranty and Service management.

Project and program management through PMO and delivered using Cochlear – PMO Methodology and project related resourcing through resource managers.

INFOR, CHATSWOOD, NSW, AUSTRALIA

Project Manager (August 2016 – November 2016) – Contract Position

Management of multiple concurrent implementation and upgrade projects as a program portfolio. Implantations of Infor M3 ERP system, HR, Payroll, CRM, BI, Budgeting and Forecasting, Warehouse Mobility, Data warehousing, Optiva PLM and SDLC. PMBOK, Waterfall and Agile combined with Infor Implementation Methodology (IDM) being used for implantations and upgrades. Implementation Accelerator (IA) to fast track standard implementations for FMCG, Fashion, Automotive and Retail.

Review customer Request for Proposal’s RFP’s), Presales and provide support and guidelines based on Infor methodologies. Implement Infor ERP suite as Software as a Service (SaaS) with AWS (Amazon Web Services)

Defined project scope as per customer requirements to maximize the customer expectations. Define and align project scope, project budgets, project plan, data conversion & migration plan to achieve customer requirements as agreed. Setup project frame work such as steering committee, senior stake holders and customer project teams and resource allocations and management. Ensure the system configuration and process configuration achieved to the overall business model, reporting requirements and process improvements achieved as per project scope.

Manage full SDLC on customizations, enhancements and new developments using in-house, remote and offshore technical and development team’s customizations and new enhancements.

BEGA CHEESE, BEGA, NSW AUSTRALIA

Program & Project Manager

Project budget of 6 million with 14 technical and application consultants, Offshore, Onshore teams with 23 customer project team.

Risks, Issues, Development and Dependency management and resolution.

Project Status reporting to steering committee which includes consultant utilizations, project financial management, project progress and planned activity and deliverables reporting, Changes requests review and management for software development.

Data migration from 5 different legacy systems into one centralize ERP System which include centralization of all the master data by renumbering (suppliers, Customers, Items, BoMs (Bills of Materials), PLM Items and Non-Stock Items with new item numbering accordance with new ERP System).

As part of the program in cooperating Farm to Customer E2E SCM implementation to identify origin of the source of the milk to customer, GIS with TMS for location and dock planning with SCM.

Centralization of 5 companies with 5 systems into Cloud Implementation (SaaS) with AWS of ERP full suite (Financials, Manufacturing, Supply Chain, 3PL, EDI, Distribution, Asset Management), Plant & Maintenance, Optiva - Product Lifecycle Management (PLM), BI, Budgeting & Forecasting, Warehouse Mobility, SDLC and Data Migration with a of 14 application and technical consultants, responsible for Business Intelligence (BI) and Budgeting and Forecasting (B&F). Project Management, Project Financials Management, Monthly Status reporting, resource management, resource utilization and allocations.

ARISTOCRAT TECHNOLOGIES, MACQUARIE PARK NSW, AUSTRALIA

Senior Project Manager (December 2015 – August 2016) – Contract Position

Aristocrat Leisure Limited is an ASX100 listed company and one of the world’s leading providers of gaming solutions. Licensed in 240 gaming jurisdictions and operate in 90 countries around the world, with a team of over 3000 employees who deliver outstanding results by pushing the boundaries of innovation, creativity and technology.

Responsible for implementing AX Dynamic 2012 across APAC region. This was a critical project with a $25 million budget supporting Aristocrat Technologies and was responsible for the delivery of Sales, Supply Chain (MRP, Warehousing and Logistics), Manufacturing, Quotations, Quote to Cash, P2P, Integration, EAM, Fixed Assets and Master Data Architecture, Data Migration (MDM, Transactional, Data Mapping and ETL Development using SSIS and load into Dynamics AX using DIXF) by managing teams from onshore and offshore and projects was delivered using Waterfall and Agile methodologies. Implementation of hand held scanners and GPS floor traffic monitoring system

Management of software development (SDLC) for Interfaces and data migration from design (mapping workshops, requirement gathering, design scope, data mapping, ETL Development, review Technical Design Documents), development, testing, implement, 3rd Party vendor management and hand over to support.

Management of Global Data Architecture for data archrival solution, Global Master Data Reporting solution, Data Migration for ERP, Recurring Revenue (Rentals) and Global Master Game Data from inception to implementation using waterfall and agile methodology. Team management of Application and Technical Consultants, Solution Architects, Data Architects, Business Analysts and ETL Developers

Lead daily stand-ups for SDLC and provide leadership and direction to management of multiple concurrent projects Master Data Management, Data Archival, Master Game Data, BAU, US and America’s project framework using Waterfall and Agile methodologies.

Management of Game Data Solution -Master Data migration due to rigorous regulatory and compliance requirements for Games and Gaming Machines for compliance and submissions. Game Data – Master Data Migration from multiple data sources into one centralized Game Data Solutions with new Game Data Item numbering with the new solution. New numbering (Items) which was referenced to all the Gaming Machines – BOMs and for hardware submissions for the regulatory requirements.

Management of third party software vendors on software service delivery. Team management responsibility of applications and technical consultants 11 onsite, onshore and offshore team based in Australia, US, Manila and India. Management of external vendor project managers and multiple vendor application and technical consultants from on site, offsite and offshore teams (Australia, US and India).

GREENCROSS GROUP – RETAIL FMCG – CHATSWOOD, NSW, AUSTRALIA

Senior Project Manager (January 2015 – November 2015) – Contract Position

Greencross Group owns Greencorss Vets, Petbarn, Vepalabs, Vet Pathology, Mammoth Pets, Animates, Lend Vetcare and City Farmers which makes Australia’s largest publicly listed Pet Retailer Veterinary Care group having combine stores and care facilities over 600 across Australia and New Zealand. Greencross Group is one of the fasted growing FMCG Retailers with annual turnover over 500 million AUD and offers Customers Loyalty programs, Promotions, Campaigns and online store services.

As part of business transformation program responsibility of 3.5-million-dollar multiple concurrent projects of JDA S&R, JDA WMS (Supply Chain Management), MS Dynamics ERP, Supplier EDI, B2B, ecommerce, B2C, Distribution, 3PL, WMS and Logistics delivered using Waterfall and Agile methodology.

Senior IT representative for monthly national supply chain program, national new stores setup, store acquisition and rollout meetings, weekly supply chain meetings for store product availability management (top 100, 500 & 1000 items) with 3PL and WMS distribution and Space & Range Planning.

Provide leadership and direction to management of multiple concurrent projects, BAU, Infrastructure related issues, prioritization of change management and project related matters. Management of Software Development (SDLC), Enhancements, New process improvements, Data Conversion, Cut Over and implementation plans for successful project implementation and change management using Waterfall and Agile methodologies.

As part of change management chair daily SCRUM meeting to review sprints for software developments. Liaise as main point of contact for all the BAU related issues for POS, PDA, WMS, ERP, Apps, ecommerce (online store), Loyalty and campaign management, Infrastructure (WIFI, POS Hardware etc.), PDA based scanning system for rolling stock takes and goods receiving, New Store rollout related issues and management of sprints and promotion to production system.

Management of software development (SDLC) projects from design (requirement gathering, design scope, review Technical Design Documents), development, testing, implement and hand over to support.

Management of JDA, PRISM & Micro Channel third party software vendors on software service delivery. Team management responsibility of applications and technical consultants and 3 external vendor project managers and multiple vendor technical consultants from on site, offsite and offshore teams (Australia, India, USA and Philippines).

Management of project plans, vendor resource allocations, management of test plans, testing (unit, integration & UAT) and data management. Ensure software development was completed as per Greencross PMO framework and completion change management process.

Store staff training which include deckhands, store floor staff and store managers on end to end day to day and monthly processors, management on MPL’s, daily stock take (rolling stock takes), localize store ordering, customer returns, warranty claims and all the systems and non-systems related activities

Tracking and Mobile Apps development using Appcelerator and 3PL Logistics and delivery tracking

Manage, review and ensure software development, system configuration and process configuration achieved to the overall business model, reporting requirements and process improvements achieved as per scope.

Management of customer on boarding process for B2B EDI Suppliers, 3PL, Store PDA, WMS management and new store rollouts.

Management of following software development (SDLC) projects from inception to completion

Supplier EDI Development (B2B and B2C)

EDI, ecommerce (Magento), Ad-words, Google Analytics, Electronic Digital Marketing (EDM) using Adobe, WMS, 3PL, POS, Rewards and Customer Loyalty, interface development and integration

Group ERP Systems enhancements to Financial, Procurement, WMS, Sales and POS

BI & Data Analytics enhancements development and integration

ETL Development for Master Data Management & Enterprise Data Warehouse and data migration and management for JDA WMS & Space & Range Solution.

Define project scope and change management process as per program requirements to maximize the group expectations. Define and align project scope, project budgets, project plan, data conversion & migration plan to achieve Greencross requirements as agreed. Setup project frame work such as steering committee, senior stake holders and vendor project teams, resource allocations and management.

TOYOTA MATERIAL HANDLING AUSTRALIA (TMHA) – MOOREBANK, NSW, AUSTRALIA

Project Manager (February 2014 – November 2014) – Contract Position

Owned by Toyota Group, Toyota Material Handling Australia (TMHA) manufacture Fork lifts and leader in forklift sales, rental and service in Australia. TMHA has 600 staff members with locations across Australia and sales of $500Mil.

Establish project frame work to cover project scope, project plan, change management, data conversion, master data management (MDM) validation & migration plans and controls to lead the new implementation of CLM (Customer Lifecycle Management), ECM (Equipment Configuration Management) & PCM (Product Configuration Management) Systems and integration.

Infrastructure (hardware) refresh of servers, backup system and library for DR (Disaster Recovery) purposes.

ALLIGHTSYKES GROUP, CARDIFF, NSW, AUSTRALIA

Project Manager (January 2013 – November 2013) – Contract Position

AllightSykes is a mining equipment manufacture, assemble and seller of mobile lighting, power generation and dewatering equipment with distribution network across Australia, New Zealand, South Africa, Dubai, UK and USA. The company employs 450 staff with sales of $350Mil and subsidiary of WestTrack (Caterpillar Dealer)

Established the project strategy, business change management, roadmap and controls to lead implementation of ERP System. This was a critical project with a $1.5Mill budget supporting AllightSykes – Cardiff manufacturing business with a team of 9 internal and 8 external vendor consultants. Project was delivered using Waterfall and Agile methodologies.

Served as change-agent following appointments of previous Project Managers who had been unable to deliver on Board requirements. Analyzed previous project path and presented changes to the AllightSykes Steering Group needed to align project definition and change management and cut over process with the overall business model.

Reviewed existing project plan with MD and Operations Director redefined and realigned the project plan and data conversion & migration plan to achieve steering committee and senior stakeholder’s requirement’s, ensure the system configuration and process configuration achieved the overall business model and reporting requirements were being defined, and process improvements achieved.

Reviewed existing IT infrastructure with presentation to MD on strategies to deliver a more robust and scalable framework to support future goals of the business expansions for moving forward.

Consolidated IT Infrastructure and rolled out new ERP, successfully centralizing and consolidating IT footprint across multiple global AllighSykes entities (Australia, Dubai, USA, New Zealand, Indonesia and South Africa using Waterfall and Agile methodologies. Reduced costs to business with providing a more manageable IT model.

Managed a $1.5Mill budget for the rollout of ERP system with EAM, Infor - PLM, BI, WMS (with scanners for picking and goods receiving) and Data Analytics reporting and to meet changes in IT infrastructure

Migration of Master Data from legacy systems and spreadsheets (PLM, EAM, FA & Service Management) into central ERP System as new Customers, Suppliers, Items, Fixed Assets and Service & Rentals. PLM, R&D (Projects) & EAM was managed via spreadsheets and was implemented with Infor EAM, Projects (R&D) and PLM by consolidating with new item numbering.

Management of software development (SDLC) to enhanced and implemented EDW, MDM, Business Intelligence (BI) and Data Analytic capabilities using Qlikview, Group Financial Reporting, and Dashboards giving management and executive’s greater insights and advanced analytics of the business performance.

EAM (Enterprise Asset Management) was implemented to manage R&D, engineering, service and manufacturing departments combined with Engineering Change Management for engineering drawings and Service Module for Preventive & Breakdown Maintenance.

Enhanced and improved the manufacturing through business process re-engineering as part of change management process to improve the productivity and maximize the manufacturing process by re-sequencing the operations and changing the manufacturing shop flow accordingly.

Rolled out Lawson Warehouse Mobility (LWM) to provide advanced supply chain capabilities (SCM & MRP) and streamed lined manufacturing and service process as part of change management to enhance the Warehouse Management capabilities across the business.

TOYOTA MATERIAL HANDLING AUSTRALIA (TMHA) – MOOREBANK, NSW, AUSTRALIA

Project Manager (February 2011 – December 2012) – Contract Position

Established the project strategy, roadmap and controls to lead implementation of ERP System across head office and throughout all states in Australia. This was a critical project with a $5Mill budget supporting 400+ users with a team of 7 process owners and vendor consultants

Integrate 5 different legacy ERP Systems (many technologies) and many reporting systems into one centralized ERP, Business Intelligence, online warranty and fault management and Integrate Mobile Service Solution system using Waterfall and Agile methodologies.

Rollout of GPS based service monitoring and allocations for service techs to better service the TMHA Customers with mobile warehouse, goods allocation for the service jobs, mobile invoicing, mobile service van monitoring and mobile van replenishments.

Established project frame work to cover project plans, data conversion, Master Data Management (MDM), business process changes, validation & migration plans, training plans and schedules, test plans as part of change management

Managed Business Process Changes across the business by streamlining and reengineering supply chain, manufacturing, logistics and centralizing financials (AP, AR, GL and FA) of the business to align with the new system and improve the productivity and maximize the system utilization and integrated with micro pay payroll systems.

Served as change-agent following appointments of previous Project Managers who had been unable to deliver on Board requirements. Analyzed previous project path and presented changes to the TMHA Steering Group needed to align project definition with the overall business model.

Management of software development to implement online warranty claims system to manage dealer warranty claims and integrated with group ERP system to provide feed backs to Japan. Dealer order inquiry system to provide accurate stock status with ETA on active orders. Online container management system to managed stock from Japan to Australia.

Management of software development project to enhanced and implemented Business Intelligence (BI) and Data Analytic capabilities using Qlikview, Group Financial Reporting, and Dashboard reports giving management and executives greater insights and advanced analytics.

Management of software development projects to implement Service Mobility, Warranty Claims, Sales and Service Web portal and Interfaces.

Completed higher level business

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