Project Software

KIMBERLY PARPALA

**** ********** ****** ● DEERFIELD, IL ● 847-***-**** ● acdxm5@r.postjobfree.com

SUMMARY

Project management leader with experience leading complex projects from concept to deployment. Background in

operations, quality, portfolio planning, business development and requirements management. Skilled in clarifying

issues, advocating solutions, building relationships, mobilizing cross-functional support and facilitating decision-making

in complex situations among diverse stakeholders. Proven success assessing technology and customer requirements

and turning them into solutions that improve quality and efficiency.

AREAS OF EXPERTISE

• •

Agile Software Development Training/Communication Plans

• •

Lean Six Sigma Process Business Process Re-engineering

• •

Change Management Governance Models

PROFESSIONAL EXPERIENCE 1991 - Present

Sr. Management Consultant (2012 – Present)

Cisco Systems, Inc.

Project lead to develop strategy, business case and implementation plan for a metric dashboard to track,

monitor and report metrics in all functional areas throughout the Software Development Lifecycle (SDLC).

• Develop portfolio strategy based on business objectives and platform requirements for data tool.

• Identify, assess and propose technology solution for software development platform.

• Aligned process governance to ensure business units adhered to defined processes and policies.

• Coordinated strategic project from concept to implementation including project charter, detailed project plan,

resource allocation, contracting third parties and executing project milestones on time and within budget.

• Regular communication with senior leadership regarding dashboard implementation progress against plan.

Chicago Public Schools

Led Lean Six Sigma Procurement Business Process Re-Engineering project for 600+ public school district.

• Develop Value Stream Map for future state procurement process to reduce overall process flow by 50% and First

Pass Yield (FPY) by 50%. Define governance framework for future state with clearly defined roles and

responsibilities.

• Collaborated with Senior Leadership to determine re-design strategy model and led execution of the plan.

• Establish detailed project plan, key milestones and deliverables for concept to implementation of new process.

• Manage day to day activities of project plan providing updates to senior leadership regarding status, risks and

mitigation plans.

• Create training material, supporting templates and guidelines for procurement, legal, operations and education

departments.

Motorola Mobility (A Google Company) Libertyville, IL

Director, Project Management – Engineering Tools (2010 – 2012)

Managed staff of 5 business analysts supporting data analytic metric requirements for dashboard reporting tool utilizing

Agile software development. Lead for portfolio, software project development, budget and resource assignment.

• Defined technology strategy for device analytics dashboard tool utilizing Google Visualizations, .Net framework and

Enterprise Data Warehouse improving engineering organization efficiency by 10%.

• 100% on-time prioritization of Agile business and technical requirements for tool enhancements.

• Managed requirements, Agile release plans, development cycles, testing and defects utilizing JIRA software on time

and within budget with resources developing in new language and framework.

• Led issue resolution and escalation efforts with action item closure average rate of 2.7 days.

• Facilitated complex performance and testing issues with business analysts and developers to resolve roadblocks.

•.

KIMBERLY PARPALA Page 2

Director, Project Management – Quality (2008 – 2010)

Selected by VP of Quality to lead strategic direction and oversight of quality measurement plans for COPQ and warranty

for product teams contributing $146M in warranty costs. Developed meaningful metrics and action plans to reduce

customer returns.

• Developed a detailed quality improvement plan which reduced product warranty costs by $73M.

• Presented quality plan and progress monthly to senior executives highlighting status, risk and mitigation plans.

• Managed corrective action plans to achieve 5% cost reductions for top 5 gross margin products.

Director, Program Management Operations (2007- 2008)

Led operations for Project Management Office to implement process and operational efficiencies partnering with product

teams, resource planning, regional go to market teams and sales team.

• Defined agenda and led monthly Operations Review for Vice President and General Manager of Global Products

organization responsible for $9B in sales.

• Improved resolution cycle time by 25% of key operational issues by determining roadblocks and coordinating efforts

of key stakeholders needed to bring issues to closure.

• Led cross-functional team to define project charter, requirements, and milestones to implement a portfolio and

resource decision making tool. Managed day to day activities of the project plan and drove team to exceed delivery.

Director of Business Development (2005- 2007)

Managed the relationship, license agreements and vendor scorecards for 25 third party software vendors delivering

software applications resulting in $239M in sales. Ensured vendor delivered on time and within resource estimates.

• Led the vendor selection for 3rd party user interface architecture which resulted in a $3.5M software license

agreement for low tier mobile devices.

• Negotiated software licensing contracts with $20M royalty budget. Collaborated with product, technology and

regional groups to assess needs for software and technology acquisition. Facilitated decision-making to ensure

deals were aligned around common business objectives, legal policies and procedures and financial goals.

Sr. Release Planning Manager (2004-2005)

Planned software release portfolio and managed change control process for $4B mobile phone business. Developed Six

Sigma release planning process which improved cycle time by 15%. Utilized SLDC structure.

• Formulated a software functional roadmap and release strategy, competitively positioning CDMA mobile phone

business with applications and features demonstrating positive ROI.

• Determined release priorities and trade offs for the product software development teams.

• Software Requirement Rationalization prioritized mobile market software requirements to optimize a strategy

focusing on a core set of next-generation applications for mobile devices, resulting in $400M incremental revenue.

• Developed a software-wide platform planning process which became the standard used across all software

platforms within Mobile Devices.

Motorola, Inc. (1991-2004)

Various positions in requirements management, business planning, operations, finance and supervisory roles.

PROFESSIONAL DEVELOPMENT

Information Technology Infrastructure Library (ITIL) Certification (Target 2014)

Project Management Certification (PMP) (Target 2014)

Agile Scrum Master Certification (Target 2014)

Published White Paper – A Lean Procurement Project at Chicago Public Schools, Quality Digest (2013)

EDUCATION

MBA, Lake Forest Graduate School of Management Chicago, Illinois

BS, Finance, Indiana University, Kelley School of Business Bloomington, Indiana

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