Project Manager Management
Resume:
Mihai Buta
San Jose, CA *****
*********@*******.***
OBJECTIVE: Recently certified PPM, seeking Technical Project / Program
Manager position.
SUMMARY
Over 15 years experience managing complex technical projects and cross-
functional teams in a fast moving, high tech environment. Over 5 years as
business owner/manager.
Proficient in Waterfall, Agile/Scrum and iterative RUP (Rational Unified
Process) methodologies;
Specialized in Risk Management and multiple projects support [PMO and
PMaaS].
Former engineering prefessional and systems architect, with broad and solid
technical background and practice, able to quickly assimilate new
technologies, fields and applications.
Highly skilled in mapping business needs into technical requirements and
specifications.
Experienced in business development and management, sales, marketing and
accounting.
Outstanding analytical and problem-solving skills. Creative and innovative
individual, providing practical solutions to complex problems. Results
driven, always on time and under budget.
Excellent communication and presentation skills, effective negotiator and
facilitator.
PROFESSIONAL SKILLS:
Certified Project and Program Manager [PPM], graduated "with Honors" (Aug
2013).
PMBOK-based traditional PM New product/service definition,
requirements
SDLC, Agile/Scrum and balanced RUP Systems architecture, specifications
Risk Management Specialist, Monte Best practices design, project
Carlo acceleration
PMO and multi-project support VLSI, SoC, PCB simulation and
verification
Customer engagement and satisfaction Systems integration, testing and
validation
SOW, vendor selection and management Process improvement and
re-engineering
Logistics and Operations Management Change Management
Business development, Sales, Problem-solving, root-cause analysis
Marketing
. PM Tools: MS Project, Primavera Risk Analysis and P6, Excel, MS Office,
Rally, etc.;
Technical Experience
. Hardware and Systems Engineering [50%]: 10+ years of hands-on
engineering, engineering management and systems architecture; Specialized
in I/O systems; Completed projects in IBM storage, networking and
mobility, embedded systems and industrial automation.
. Software and IT [20%]: Completed projects in networking, CRM, Inventory
Control and Management, Accounting; Programming experience: Basic, C,
Java, MS Access and SQL;
. Data Center Infrastructure [30%]: 5+ years of operations support, HW and
SW upgrades and new installations; System testing, tuning and
troubleshooting;
EDUCATION AND CERTIFICATION
Project and Program Management Certification, SCSU Extension (9/2012-
8/2013)
PMI approved certification program. Formal training and practice. Graduated
"with Honors".
. PMBOK based processes and methodology, from initiation and planning, to
closing;
. Specialized in Risk Management and Monte Carlo Simulation, using
Primavera and Excel:
. Managing Software Development Projects: SDLC, Agile/Scrum and MS Project;
. Outsourcing and Procurement Management: SOW, RFP, vendor selection,
contracts;
. QRPD - Quality Rapid Product Development (project acceleration
techniques).
. Passed Microsoft Project Essentials Certification, MPUG (June 2013).
MSEE, Polytechnic Institute of Bucharest, Romania. Majored in
Telecommunications
PROFESSIONAL EXPERIENCE
Independent, San Jose, CA
3/2012 -- Present
Project and Program Management Certification, SCSU Extension (9/2012-
8/2013)
See details above. Preparing for PMI-PMP and PMI-RMP examination.
Produced two project plans with risk analysis and simulation [available
upon request]:
. IT System for trucking company [GPS system, Dispatch, new Accounting
system]
. Hi-Tech Theme Park [$100M budget, two years schedule, subcontractor's
management].
Work related to multi-project support [PMO and PMaaS] (work in progress)
Designed methodologies, templates, flowcharts, checklists to facilitate
and expedite planning and progress tracking. Prepared presentation
materials and training workshops agenda.
. "Risk Management Made Easy", complete and easy to understand risk
management;
. "Advanced Planning and Monitoring using Monte Carlo simulation";
. "Practical Iterative RUP (Rational Unified Process) Methodology".
MobilFlex 2.0, Hardware and System Architecture, Business Plan (work in
progress)
Sequel of the original MobilFlex (see below), adapted to current market
conditions.
. Research and market analysis, Intel chipsets and existing servers
technical analysis;
. Requirements, architecture and applications definition and
specification;
Stock Market Technical Analysis Program (Java program, work in progress)
Continuing Education (tutorials and self-training programs, work in
progress)
. Data center [Cisco, Extreme Networks and SNIA], data center
virtualization [VMWare];
. Agile/Scrum [cPrime], IBM RUP, Cloud and SaaS, PaaS, IaaS applications;
. Organizational Change Management; ITIL, SAN, NAS, etc.
Butaco, San Jose, CA
2/2006 - 3/2012
Operations Manager, IT Manager
Managed the overall operation of my import-export and distribution
business (computers and printers parts and supplies) that grew to 18-20
people, with sales in excess of $2M per year.
. Managed sales activity, organized marketing campaigns and promotions,
CRM;
. Maintained and expanded international vendor base, negotiated terms and
deals;
. Managed inventory and entire supply chain, from PO's, to shipping and
receiving, customs;
. Data base administration, AP and AR, customer complaints resolution, QA
and HR.
Sold the business at the end of 2011, completed transfer in March 2012.
IT Project Manager, System Architect and Lead Developer (4/2006-9/2007)
. MS Access and SQL based system, using Oracle CRM and US Accounting as
models.
. CRM, Inventory Management, Supply Chain Management, pricing, Accounting,
etc.
The system had significant positive impact on the business and sales
doubled in first year.
IT Project Manager, System Architect and Lead Developer (4/2006-9/2007)
. MS Access and SQL based system, using Oracle CRM and US Accounting as
models.
. CRM, Inventory Management, Procurement Management, pricing, Accounting
System, etc.
The system had significant positive impact on the business and sales
doubled in first year.
IT Consultant, Project Manager (11/2007-12/2009)
Provided consulting and project management for the data center upgrade and
call center implementation for IIRUC, the largest services provider for
data centers operation in Romania.
. Developed the requirements specification, issued the SOW and RFP;
. Managed the vendors selection process; Developed the master schedule and
budget;
. Managed the installation and implementation of hardware, applications
and systems;
. Retained as IT Operations Management Consultant after the upgrade was
completed.
MobilFlex, Milpitas, CA
3/2004 - 11/2005
Systems Architect, Mobility and Networking Startup
Initiated visionary project that proposed a consumer electronic device,
similar to today's smart phones and tablets, re-architected the PC into a
PDC [Personal Data Center] and unified data, entertainment and home
automation networks, providing local and remote access and control.
. Specified a new chipset [running independent Linux and OSGI from Sun as
middleware], inter-technology hubs and switches and the "Universal Access
and Control" device;
. Wrote the business plan, presented the idea to HP, Intel and 3Com for
funding.
Xiox, Burlingame, CA and Manchester, NH
1/2000 - 10/2003
Engineering Project Manager, Networking and IT System
Advanced PBX, server and management system for hospitality market. Managed
a cross-functional team that included HW, FW, SW, VP of Engineering, VP of
Marketing, CEO, others.
. Balanced traditional top-down planning and Agile bottom-up
execution [RUP];
. Developed a new project plan (schedule, communication plan,
tracking and reporting).
. Performed risk analysis and simulation that revealed major
potential risk areas.
. Presented findings with solutions to senior management, put
the project back on track.
. Supported marketing with technical presentations to
prospective customers and partners.
. Primary interface with Flextronics for contract
manufacturing.
Offered a full time position, which I declined because required relocation.
OTHER RELEVANT EMPLOYMENT HISTORY
Product Manager, Megapower, Campbell [2+ years]
. Product Management and business development for high end switching power
supplies;
. Signed up important customers, like HP, Octel and Lucent.
Sr. HW Engineer, HW Manager, 6100 Storage System, Amdahl, Sunnyvale [4
years].
. High complexity, high availability storage system for IBM
mainframes, joint project with Fujitsu; Six PCB's and 12
complex VLSI's were designed, simulated and system
integrated.
. System Integration, testing and validation, beta installation
technical assistance.
Sr. Computer Architect, Storage Systems, Amdahl, Sunnyvale [2 years].
. Market and competition analysis, requirements, new product
definition and specification; Architecture modeling and
simulation; Technology and CAD evaluation and selection.
HW Project Leader, Clipper I/O System, Fairchild, Palo Alto [2+ years].
. I/O system for Clipper CPU [first SoC, spin-off from Trilogy
Supercomputers].
. Innovative solution that reduced engineering time by more
than 12 months.
Sr. Hardware Engineer, Bull Transac, Paris, France [1 year]
. Peripherals Controller Design; Liaison with Convergent
Technology [Santa Clara].
Data Center Engineer, District Manager, Engineering Manager, IIRUC, Romania
[7 years]
. Data center system engineer, hardware and software
installation and upgrades, system tuning and troubleshooting;
National Support and Instructor for I/O channels and storage;
. Field District Manager, in charge of 10+ data centers and 50+
FE's. Managed the installation of several new data centers,
for domestic and international customers;
. Channel to channel emulators, Peripherals Controllers.
Several PCB level designs.
. Process Controller for Cement Factory. Intel x86 based
system.
Advanced Project Planning with
Risk Analysis and Monte Carlo Simulation
Project baseline is the approved schedule and budget. It is used to track
project progress and performance. The baseline must be as aggressive as
possible but realistic and achievable.
Most projects use schedule and budgets based on single point estimations
for individual tasks [work packages], generated from past experience,
industry standards, or expert opinion. Those plans, no matter how elaborate
and carefully are crafted, have less than 50% confidence level and the
explanation is very simple, all projects are subject to risks and
uncertainty.
Risks are specific events that may or may not happen, but should they
occur, they may impact dramatically the project schedule, budget or scope.
Risk management planning reduces the probability of risks to occur and/or
minimize their impact should they occur. For the same reason we would not
drive a car without a spare tire, we should not run a project without a
risk management plan. Yes, they add time and cost money, but it is a small
insurance premium we pay to avoid potential disasters. It is good business
and management practice.
Besides specific cause risks, projects are subject to uncertainties. Same
task, like the daily commute to work, may take less or more time to
accomplish, for reasons out of our control. Using the "three points
estimation" [Optimistic, Most Likely, Pessimistic] and PERT Analysis,
available in MS Project, the baseline confidence level was increased, but
only to 50%, as the diagram below shows.
[pic]
Maybe 50% confidence level is acceptable in some situations but in most
cases, it is not and project teams and managers engaged in a wide range of
"techniques", like padding, to improve the chance of success of their
schedules and budgets, but only Monte Carlo simulation provides a clear
picture of what the schedule and budget should be, for any and all
confidence levels.
Monte Carlo simulation takes the same three points estimations [O, M, P],
runs a large number of scenarios and generates reports for any and all
probabilities, or confidence levels.
Project teams have now the data they need to make informed and timely
decisions that drive the project to successful completion. They can choose
[negotiate] the confidence level for their baseline that best fits their
need and particular situation. Most common practice is to choose and manage
the project for 50% confidence level and provide reserves for minimum 80%
confidence level.
Below are some typical reports that Primavera Risk Analysis generates.
Probabilistic Project Cost
[pic]
Highlighted are the 50% and 80% confidence levels ["Y" axis on the right].
Bars show the number hits [left "Y" axis] over 1,000 iterations simulation.
Same report can be generated for any task, or for any group of tasks
[monitoring tasks].
Probabilistic Project Duration
[pic]
Same report as above, for duration [schedule].
Cost Sensitivity Report
[pic]
Tornado chart showing the project cost impact, due to variations in
individual task.
Similar reports are generated for duration, criticality and cruciality, all
used to identify areas of the project that need most attention during
planning and execution.
Planned Value and Cash Flow Report
[pic]
Cumulative planned value [budget] for 50% and 80% confidence level. The
bars show weekly cash flow needed to finance the project. Similar report
can be generated for any subsection of the project.
Progress Monitoring and Tracking
The agreed upon schedule and budget are saved as the project baseline and
are used to track its performance. Primavera calculates and reports a wide
range of tracking metrics using the earned value method, like cost
performance index, schedule performance index and many others.
Managing Agile Projects
When comes to defining what feature should be included in each release
[sprint], Agile projects benefit the most from the flexibility Primavera
Risk Analysis offers with "Monitoring Tasks". Monitoring tasks allow of any
combination of tasks to be analyzed as one entity. Using this feature, the
project team can analyze any number of "what-if" scenarios and decide
quickly on the best course of action.
Evaluating Bids, Proposals and Contracts
Conducting a risk analysis and Monte Carlo simulation on proposed bids
allows both, the owner and the contractor, to choose the schedule, budget
and type of contract that fit best the situation and it is mutually
beneficial and profitable.
Building Adherence and Commitment to Plan
All specialists agree that one of most important factors in a project
success is the team's adherence and commitment to the project schedule and
budget. Because plans are built with estimates provided or validated by the
team functional experts [usually the functional managers and their team
leaders], the entire execution team is implicitly committed to the project
schedule. Because sponsors accept the 50% confidence level as a desired
target, not a measure of the project success or failure, the team is
motivated to achieve the 50% and concentrates its efforts on how to correct
any temporary deviations from that final target.
Summary and Conclusion
Risk analysis and project planning using Monte Carlo simulation are great
tools to improve the chances of success for projects. They are the best
examples of the "Slow down to speed up" principle of Quality Rapid Product
Development [QRPD].
Experience shows that projects planned for 50% confidence level, with risk
reserves for minimum 80% confidence level, have the greatest rate of
success and, in the end, cost less than projects without such provisions.
Chances of success increase even more, when incentives are provided for
completing the project under the 50% baseline.
The explanation is very simple, the risk reserves for 80% confidence level
add, in average 5-10% to the total project cost and duration [20% max],
which is much less than the average schedule and budget overrun of 25-30%
[without considering the lost opportunity cost of being late on the
market].
An other explanation of the success of such project plans comes from the
implicit adherence and commitment of the entire team to the plan, and from
the healthy, productive and motivating work environment. The 50% levels are
more often than not achieved and no risk reserves are even used.
Risks reserves are like an insurance policy, for which we do not pay unless
the risk occurs [get sick and must see a doctor or have an accident with
the car]. Try this with your insurer.
Contact this candidate