Project Manager
Resume:
***** ***** ******* ****, *******, IL ***** Page *
847-***-**** ************@*****.*** https://www.linkedin.com/in/jill-mccarron JILL MCCARRON
CAREER SUMMARY
Experienced Program and Project Management Professional (Sr. Project Manager) leading cross-application Information Technology (IT) projects and programs successfully. Obtained a Master’s level degree in Management and formal PMI training (to attain PMP). Expert in cross-functional teaming, cross-divisional teaming, offshore collaboration, virtual teaming environments in a global work environment; leading cross-functional teams for continuous process improvement and alignment to the Quality Management System’s goals and Project Management.
Strengths include estimation, cost reporting, budgeting, communication, business process analysis, effective problem solving, portfolio management, finding ways to achieve business objectives with the tools available, PMO Processes improvements, new strategic processes and experience identify process gaps and recommending improvements to close identified gaps, as well as ability to learn new PM tools quickly. Experience in:
• Ability to work effectively under tight timelines as well as ability to lead multiple successful projects while traveling and telecommuting.
• Integrating complex systems for several large companies and thrives on working with business stakeholders to resolve complex issues.
• 20 years experience managing delivery leading and influencing large matrix projects and project teams both US based and globally located teams for global customer implementations.
• 17 years experience managing delivery of technology and business projects as well as government compliance projects
• 15 years of experience reporting into the PMO
Experience Managing projects:
• 6 years of experience in developing products using Agile delivery techniques (e.g. Scrum, Agile, & SAFe Agile)
• 15 years of experience in developing products using Waterfall delivery techniques
• 20 years experience managing Budgets
• Facilitating Meetings with the Business, IT, Senior Executive level staff
• Managing multiple third party vendors within projects
• Multiple projects at one time, in excess of 1MM in size and delivering on time and within budget
• Setting Milestones, reporting to stakeholders, senior Management (to C-Level), and staff.
• Relationship building, leading and mentoring program and project managers Methodologies applied:
• Waterfall, Agile, SDLC (Responsible for projects full life cycle) Industry experience:
• Telecommunications (TDMA, CDMA, Console / Dispatch Systems)
• Health Care (Insurance & Device)
• Insurance (Healthcare & Workers Comp)
• Manufacturing (Printed Product, Mobile Technology, Computers)
• Finance (Banking, Finance, Retail Credit Cards)
• Governance (Government Mandated Projects, Audit Findings Corrective Actions, Process Improvements)
• Automotive (Training Projects - Learning Content Management System and Digital Asset Management Systems) EDUCATION
• Masters in Management, University of Phoenix, Phoenix, AZ 2008
• Bachelor of Science Business Management, University of Phoenix, Phoenix, AZ.; 2005.
• Project Management Certification Training - International Institute for Learning, Project Management training in preparation for Project Management Professional (PMP) certification, completed training SPECIALTIES AND TOOLS
• AGILE, AGILE CRAFT, AT&T Web Meeting Connect Now, Budget Controls, Business Transformation Process Implementation, CLARITY, ClearCase, CMM, Compass, DAMS (Digital Asset Management Systems), Google Apps: Docs, Sheets, Slides, & Hangouts; HPQC issue reporting tool., ISO9001, ITIL, JIRA issue reporting tool (JIRA Issue administration, JIRA Issue Reporting, JIRA Issue assignment, JIRA Issue Prioritization, JIRA Issue creation), Kenexa LCMS (Learning Content Management Systems), Lotus Quickplace, Microsoft applications: Project, Excel, PowerPoint, Word, & Visio; Rally Agile project tracking application, OpenAir time reporting system, Planview v11, PMI, Portfolio Management, Program Management, Project Management, SAFe Agile, Sciforma, SDLC, SharePoint, Six Sigma, Team Leadership, TQM, Vendor Management, Version One, Waterfall, Hippo/Enterplicity, and WorkLenz. Jill McCarron Page 2
************@*****.*** www.linkedin.com/in/jill-mccarron PROFESSIONAL ACCOMPLISHMENTS
Sr. IT Project Management Consulting Roles May 2003 – June 2019 Clients Engaged:
• ABN AMRO, Baxter Healthcare, Citigroup, GE Medical, HCSC (BCBSIL), I-CAR, Lincoln Financial Group, Sears Holdings Corp, US Cellular, Washington Mutual & Wintrust Financial
Methodologies applied:
• Waterfall, Agile, SDLC (Responsible for projects full life cycle) Projects led:
• Co-location and Early TSA Exit on Data Center Exit program; LCMS (Learning Content Management System); DAMS (Digital Asset Management System); Ecommerce; Preemptive and Self Care mobile and web application program; Agile Pipeline CIM & AIM API defect resolutions; Mobile applications; software application development (Windows 10 & Java based); multiple global software development application; back office automation; governance; process transformation; security; audit; compliance. Vendor Management:
• Avaya, IBM, Kenexa, Canto, NetForum
Responsibilities on projects:
• Led Business Process Transformation processes
• Led projects with Budget responsibility implementing Software Application Development, Web and Mobile Development, Hardware Development, System Implementation, standard processes for SOW, scope management, change management, risk management, issue management, quality assurance, estimate variances, Anti Money Laundering (AML), Sanctions, Anti-Bribery, Fraud Management, Corruption, Continuity of Business (COB), resource assignment, IEP, third party vendors and project communications. As well as responsible for project financials. Ensured project satisfied required policy, audit, financial and technology guidelines. Ran projects to support Corporate compliance and audit efforts (SOX, SDLC, ISO9000, TL9000, CMMI, COBIT, ITIL). Developed Communication plans for stakeholders; including Senior & Executive Level Management
• Created project plans, update and review project status, follow up with team members, organize work, organize issue resolution, assist with project estimation, project financial responsibility and work with Development and Business teams to work projects to completion.
• Indirect management of team members, including mentoring, training and assignment of project work to project team members
• Portfolio management of projects; negotiating with management and portfolio teams on prioritization, rankings, and resource assignment
• Process transformation: business transformation communication and education of new processes and impacts to staff and roles
• Led global projects with diverse teams from France, England, Germany, India, China, Philippines, Hong Kong, and Israel Motorola Solutions, Inc (MSI)
Sr. Program Manager March 2017 to March 2018
• SAFe AGILE environment I facilitated Value Stream level processes, Budget Reporting and system execution, escalated impediments, managed risks and concerns, helped drive maturation of EPICs as the Value Stream Engineer (VSE) for Dispatch and Content Logging Value Stream.
• As the VSE I worked closely with the Value Stream Owner and Value Stream Team members to ensure EPICs were defined, moved through a portfolio Kanban and into the portfolio backlog for the Value Stream.
• Portfolio management of projects; negotiating with management and portfolio teams on prioritization, rankings, and resource assignment. Ensured Epics were broken down into Capabilities and Features, which were communicated through the Portfolio Roadmap to executive staff and communicated in the Version One tool as well as the Agile Craft tool to the staff for effort assignment.
• Lead PI Planning efforts for the Value Stream prior to PI planning meetings, conducted PI Planning meetings and communicated planned Epics in given PI to all impacted Value Streams. Ensured SIT and CI/CV involvement in Epic effort.
• Indirect management of team members, including mentoring, training and assignment of project work to project team members
• Escalated Risks, Issues and requests from other Value Streams to Value Stream Management and PMO Management.
• Projects and Epics included Infrastructure projects, System projects, Java Application Development projects, Windows 10 Application Development projects, and third party vendor project.
• Business Process transformation: communication and education of new processes and impacts to staff and roles. PMO process improvement and process transformation activities (including: creating process documentation creation, RASCI charts and Checklists)
• Led global projects with diverse teams in Krakow, Poland; Penang and Israel; traveled to Krakow to conduct business process transformation townhalls for SAFe Agile Transformation The County of McHenry County, Illinois
Sr. ERP Project Manager May 2016 to August 2016
• Responsible for collection of ERP Business Requirements across cross-functional departments and creation of SOW, in a highly visible, large scale project in preparation for the vendor association to create the RFP (Request for Proposal). Provided regular project progress status to all stakeholders (including Core Team & Executive Level Management) & managed third party advisory consulting team
• Created Business Requirements Document and High Level Scope Document. Provided as-is and to-be process maps for RFP creation Jill McCarron Page 3
************@*****.*** www.linkedin.com/in/jill-mccarron StoneRiver
IT Program Manager March 2014 - September 2014
• Client Services Department - Large Scope Agile Program implementing innovative insurance interfaces for health, life and other insurance types. Agile environment, participated in daily standup meetings, sprint planning sessions and SCRUM meetings
• Responsible for delivery of strategic, cross-functional, highly visible large scale project within time, cost, scope, and quality defined boundaries in accordance with company life cycle methodologies and disciplines.
• Indirect management of team members, including mentoring, training and assignment of project work to project team members
• Interfaced with internal and external stakeholders. Managing stakeholder influence and expectation R R Donnelley
ECommerce Project Manager February 2010 through November 2012
• Responsible for delivery of strategic, cross-functional, highly visible large scale global projects within time, cost, scope, and quality defined boundaries in accordance with company life cycle methodologies and disciplines, developing and executing detailed project scope requirements, project plans, asset management, risk mitigation documentation and milestone tracking for the implementation of new print clients with multiple products through direct client contact on Business and web based application projects supporting the creation of Client based ECommerce/web interface, implemented Mobile Application, Batch, EDI and Variable Data projects. Implementation from creation of Project Scope Statement, creation of SOWs, and requirements definition through Go-Live/ Production hand-off to project closure. Utilized SDLC within a PMI project methodology.
• Interfacing with End Clients (large corporations) and internal clients (sales and plants) in the printing/manufacturing industry.
• Indirect management of team members, including mentoring, training and assignment of project work to project team members
• Led global projects with diverse teams located in Germany, France, United Kingdom, China and Israel
• Process transformation: communication and education of new processes and impacts to staff and roles Coventry Healthcare, Inc.
PROJECT MANAGER Implementation of Business Projects January 2009 to February 2010
• Responsible for developing and executing detailed project plans for the implementation of new Workers Comp clients with multiple products, current client conversions, and/or significant renewal changes in the healthcare industry. Responsible for delivery of strategic, cross-functional, highly visible large scale global projects within time, cost, scope, and quality defined boundaries in accordance with company life cycle methodologies and disciplines.
• Responsible for facilitating SOX404 and SAS70 audit activities ensuring compliance to those standards with external auditors. Health Care Services CORP. (HCSC)
Sr. Portfolio Project Manager / IT Project Lead July 2004 to July 2007
• Sr. Portfolio Project Manager and IT Project Lead within the IT PMO responsible for the management of portfolio Project Management Business Case Cost Estimation, cost & budget tracking/reporting for Business and IT Enterprise-wide and application projects (project budgets ranging from 500K to 40M) involving cross-functional teaming in the healthcare insurance industry.
• Projects were IT Application Development projects, project financial responsibility, IT and Business Teams inter-related projects, Business Only projects, Government mandated projects, Enterprise projects, Corporate compliance and audit efforts (SOX, SDLC, COBIT, ITIL). End-to-end work with project/executive sponsor to develop project goals, objectives and scope and created business plans and detailed project plans which included: scope definition, creation of project charter, business requirements definition, project communication, scope definition, project metrics, tracking and resolving project issues and escalating issues appropriately and on a timely basis; keeping project on time, cost, and scope’ defined business and IT benefits; implemented change management as needed, and developed contingency plans.
• Portfolio management of projects; negotiating with management and portfolio teams on prioritization, rankings, and resource assignment
• Indirect management of team members, including mentoring, training and assignment of project work to project team members
• Process transformation: communication and education of new processes and impacts to staff and roles Motorola, Inc.
SR. IT Project Manager, Infrastructure IT Project Manager & Quality Engineer Project Manager January 1996 to September 2002
• Responsible for delivery of strategic, cross-functional, highly visible large scale global projects within time, cost, scope, and quality defined boundaries in accordance with company system development life cycle methodologies and disciplines. Also responsible for infrastructure project planning, release planning and implantation, Schedule Management, Change Management, project status reporting and ensuring that all vendor components were ordered and delivered to customer site on time. Implementing all iDEN and CDMA infrastructure projects using Motorola’s phased gate process.
• Led process improvement initiatives within the department, across departments and division and evaluated application requirements and design documents, worked closely with systems engineers and architects.
• Led global projects with diverse teams located in United Kingdom, China, Hong Kong, and Israel
• Ran projects to support Corporate compliance and audit efforts (SOX, SDLC, ISO9000, TL9000, CMMI, COBIT, ITIL). Jill McCarron Page 4
************@*****.*** www.linkedin.com/in/jill-mccarron PROJECTS – Summary List of Projects Led
Motorola Solutions Inc (MSI)
• Dispatch & Content Logging Value Stream Program - (budget = 100MM+; Third Party Vendor involvement; SAFe Agile; SW Application Development in windows 10 & infrastructure; HW component development for complete system implementation)
• Project ReNew Program – Collection of purchasing and SKU alignment projects (budget = 100MM; Third Party Vendor involvement)
• Eagle Project – (SW Application Development; HW component development & system implementation) (budget = 100MM) McHenry County
• ERP Financial Solution - to replace current financial software application for 28 county departments (budget = 20M; Third Party Vendor involvement, waterfall) Replace the old financial system (last updated 1998) for 28 county departments StoneRiver Inc
• Major Insurance Web and Mobile Software Application Development (budget = $80MM; Agile; SW Application Development in windows 10 & infrastructure; HW component development for complete system implementation) R R Donnelley
• Customer Web Shopping Cart projects (budget = 100k – 200k each; waterfall)
• Customer Batch projects (budget = 400k each; waterfall)
• Customer Custom Documentation projects (budget = 150k; waterfall) Health Care Services CORP. (HCSC)
• HP Open Project (budget = 44MM; Third Party Vendor involvement; waterfall; SW Application Development Infrastructure)
• Workers Compensation Upgrade (budget = 4M; waterfall; SW Application Development Infrastructure)
• Oracle SAP Implementation (budget = 40MM; Third Party Vendor involvement; waterfall; SW Application Development Infrastructure)
• Pricing Module redesign (budget = 30MM; waterfall; SW Application Development Infrastructure)
• Human Resources upgrade (budget = 1MM; waterfall; SW Application Development Infrastructure)
• Government Mandated projects (budget = 25MM; waterfall; SW Application Development Infrastructure) Motorola
• iDEN Release Upgrades (budget = 100MM each; Third Party Vendor involvement; waterfall; SW Application Development in windows 10 & infrastructure; HW component development for complete system implementation)
• CDMA G3 Release (budget = 100MM; Third Party Vendor involvement; waterfall; SW Application Development in windows 10 & infrastructure; HW component development for complete system implementation) Consulting Assignment Projects
Citigroup
• Backoffice Automation Projects (BOA North America Programs) (transitioned from waterfall to Agile; App Dev infrastructure) o Merging Sawgrass and Pega Flows - Phase I, II & III; (budget = 5MM; Third Party Vendor involvement) o Merging AO, Sawgrass and BDEU(PEGA)/Debit Card Process Flows; (budget = 2MM; Third Party Vendor involvement) o OCS-Automate Debit Card Unauthorized Disputes; (budget = 2MM; Third Party Vendor involvement) o CSR Prom Payment Plan Allocation; (budget = 5MM; Third Party Vendor involvement) o Sawgrass ReEnginerring 2 ; (budget = 5MM; Third Party Vendor involvement) o RPLID Operations Modifications; (budget = 2MM; Third Party Vendor involvement) o OCS Return Mail Automation; (budget = 1.5MM)
o Customer Service Representative RPLID Op Mod Ph12B; (budget = 2MM; Third Party Vendor involvement) o FDR ODS Functional ID PW Field Encryption Project; (budget = 10MM; Third Party Vendor involvement)
• Government Mandated Projects (transitioned from waterfall to Agile; App Dev infrastructure) o OCO-FDR GCT ; (budget = 5MM; Third Party Vendor involvement) o Enhance to Improve CBR Accuracy S-0921499; (budget = 5MM; Third Party Vendor involvement) o OCC Charge Off 120 and 180 DPD Fulfillment Automation (1269); (budget = 6MM; Third Party Vendor involvement)
• Private Credit Card Projects (transitioned from waterfall to Agile; App Dev infrastructure) o Sears Rewards: Value Prop Redesign Ph2 IMPL; (budget = 10MM; Third Party Vendor involvement) o Macy's Credit Bureau and Batch Auth & Post Updates; (budget = 5MM; Third Party Vendor involvement) o Macys BLM POS Screen Flow Changes - NAPS; (budget = 5MM; Third Party Vendor involvement) o Macys Loyalty Level in Auth Response (1245.16); (budget = 5MM; Third Party Vendor involvement) US Cellular
• Preemptive and Self Care Mobile and Web Application Program (8 projects, SAFe Agile)
• Pipeline CIM & AIM API defect resolutions (Agile) I-CAR
• LCMS (budget = $20MM; Third Party Vendor involvement; waterfall)
• DAMS (budget = $5MM; Third Party Vendor involvement; waterfall) Sears Holdings Corp
• SYWR (budget = $5MM; Agile; SW Application Development)
• Merge Craftsman Club to SYWR (budget = $1MM; Agile; SW Application Development) Coventry Healthcare
• Workers Compensation Implementations (budget = 5k each; waterfall) ABN AMRO
• Early TSA Exit on Data Center Exit program (budget = 5MM; Third Party Vendor involvement; waterfall)
• Co-location / Building Restack (budget = 100k; Third Party Vendor involvement; waterfall) Baxter Healthcare
• APEX Project (budget = 50MM; Third Party Vendor involvement; waterfall; SW Application Development & Device Development)
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