AL WASHINGTON

(PMP, Six Sigma, PMI-ACPSM, CSM)

Contact: 954-***-****

E-mail: acgdxz@r.postjobfree.com

Pembroke Pines, Fl. 33029

EDUCATION:

Certified Scrum Master - International Scrum Institute, 2013

PMI-ACPsm certification from PMI (Project Management Institute), 2012

Six Sigma Green Belt - 2005

PMP certification from PMI (Project Management Institute), 2002

Project Management Certification by Comptia, 2001

Graduate J Reynolds College - Computer Operation - 1977

Norfolk State University, Virginia Commonwealth University

ASSOCIATIONS:

Project Management Institute -- South Florida Chapter

PMI-ACP - Agile Certified Practitioner

Scrum Alliance - Scrum Master (candidate)

Six Sigma - 6sigma Study

SUMMARY: SUCCESSFUL MULTI-DISCIPLINE LEADERSHIP

DELIVERY & SOLUTION PROVIDER

U.S. Citizen, who has a documented and proven background as a value

oriented Project Manager. Who has a history of turning around troubled

projects and delivering results! DRIVING CRITICAL PROJECTS TO DELIVERY

IS MY FORTE!. If Mission Critical, High Visibility or Troubled

Projects are one of your concerns, I am your Consultant! Results are what

I produce! I am intimately proficient with Waterfall, Agile, Scrum and

other project management methodologies. Open to project engagements of

short or long term duration. Incorporated and available for direct or

subcontract engagements, mentoring or training. Optimistic, Senior Project

Manager Consultant, with over 17 years of experience delivering SDLC

applications, infrastructure, ERP, CRM and Omni-Channel retailing, related

projects for domestic and international clients. Who understands Lean Six

Sigma and Theory of Constraints principles? Extensive IT background

includes over 28 years of roles as Senior Program Manager, Senior Portfolio

Manager, Senior Project Manager (PMP), Agile (PMI-ACP)/Scrum (CSM) Project

Manager, Agile Trainer, System Developer, Data Warehouse (DW) Architect,

Business Analyst and a Six Sigma Green Belt practitioner across many

platforms within the enterprise. Hands-on technical and management

experience with respect to development and deployment of large scale

application systems, infrastructure architecture, business intelligence

(BI) tools, support and efficient design. Project Management

proficiencies and knowledge base includes PMI methodology, CMMI3

methodology, Agile Coach / Scrum Master methodology, Kanban, SAFe

Framework, SDLC 2.0, PDLC, Six Sigma Green Belt, Integration / Migration

Process management, Critical Chain Management, Testing Scripts, Cloud

technology research and others. Initiatives including feasibility studies,

data warehouse (Kimball), star schema, snowflake schema, data gathering,

data modeling, data architecture, system/business analysis, design, coding,

system deployment, tuning, quality control, project standards, data

conversion, VMware, DBA work and Hyperion OLAP development are also tools

in my tool belt. Other responsibilities include, but are not limited to

Line Management, benefits/cost analysis, ROI tracking, Payback analysis,

Earned Value (EV) analysis, Oracle and SAP ERP upgrade evaluation, Data

Integration Design Documents, Entity Relationship Diagrams, Logical Views,

Schema maps, Power Point and Visio presentations, Reporting tools

include, Clarity, Sharepoint, Open Workbench, MS Project/Server, PMO

dashboard, Office365, Smartview and others.

Technical milestones include; 2008 MS SQL Server, Disaster Recovery (DR)

replication, Oracle DataGuard, Snap Manager,

Snap Mirror, Gird, 3 Tier Architecture, Citrix, Web, VMware, LUN and SAN

configurations, online IMS, CICS, batch IMS, CICS, DB2/SQL, graphical

user interface (GUI) tools, VOIP, TELON, EASYTRIEVE PLUS, COBOL, COBOL

II, interfacing with Oracle ERP RDBMS. Exposure to Hyperion Series 9

fundamentals, HFM, HDM, OLAP concepts with Essbase, DB2 UDB, MQseries,

PL/SQL, MS/SQL, SQL SERVER, JAVA, Web site publishing, CMMI, Six Sigma

Green Belt Certification, PMP Certification, Agile/Scrum, Rational Unified

Process (RUP) methodology, JAD, Sarbanes-Oxley SOX, UML, XML, LOTUS NOTES,

Domino, Infrastructure Architect, Data Architect, Data Warehouse (DW), Data

Mining, ETL tools), Business Intelligence (BI), Disaster Recovery, LAN/WAN

SAN, infrastructure installation, eCommerce,

SKILLS:

PM METHODOLOGIES: PMP, SIX SIGMA, Agile, XP, Lean, Scrum, DSMD, FDD, AUP,

JAD, CMMI, SOA, Waterfall - SOFTWARE: IMS DB/DC, IMS DL/1, DB2, CICS,

COBOL, COBOL II, MICROFOCUS COBOL, Erwin, Metadata, CLOUD CONCEPTS, JCL,

MFS, BTS, ADF, PSBGENS, MGSGENS, OS/MVS, SQL, QMF, EASYTRIEVE, SAS,

HTML, UML, XML, JAVA, WINDOWS, EXCEL, MS WORD, LOTUS NOTES, Walker

Financials CARMS, MS SQL, TIBCO, SNAP MIRROR, NetApps, Snap Manager, Grid

Tool, MS 2007 Office Suite 2007, Guardium, HFM, HDM, etc.

. Waterfall Project Manager (PMP)

Agile / Scrum Master Trainer (PMI-ACP)

. Program Manager Portfolio Manager

. Quality Manager (Six Sigma)

Process Project Manager (PMP)

. Infrastructure Project Manager

Conversion / Integration Specialist

. Agile / Scrum Project Manager (PMI-ACP) Engagement

Manager

. Complex and Distressed Project Manager Director

(FTE)

EXPERIENCE:

Jan 1996 to Present NuSoft Management

(NSMI)

Director / Senior Program Project Manager Consultant

(NSMI engagements below)

May 2011 to Present

Project Management Consultant - Various Engagements

Various consultant engagements including Wal-Mart (World

Headquarters), Marathon Petroleum (Marathon purchase of BP, Texas City

Refinery), American Express, Florida A&M University, Broward

Convention and Visitors Bureaus, LOHA (Lake Okeechobee Habitat

Alliance), various start-ups and mobile app engagements.

. As a Program/Portfolio/Planner Manager I had as many as 13

direct reports and 50+ indirect reports.

. As a Senior Project Manager, I utilized the full spectrum of the

project manager's tool chest and worked on Data Warehouse

(ETL/BI/Data Marts), Infrastructure, and Application Development

projects.

. Technologies used included MS Project, Project Server, Clarity,

SharePoint, Microsoft Lync 2010 (communicator), SDLC 2.0,

Agile/Scrum, Hyperion, Oracle, Open Workbench, Microsoft Office

2010, Cloud, Live Meeting and a host of KPI metrics.

. Other project efforts included global deployments, I owned two

global, multi-day, multi-continents implementations, Agile

mentoring, Agile Trainer, Agile Coach, Scrum Master, Agile

Project Manager coach and Waterfall Project Manager.

. Co-located and Distributed (geographically dispersed) Agile

projects.

. Many of the java customer support applications integrated with

VRU's and Unified Voice.

. Projects financials and forecasting were maintained using

Clarity, SharePoint and OpenWorkbench.

. Global teams were located on 6 continents.

. I also engaged in meetings whose goals were to roll-out

Agile/Scrum standards, tools, guidelines and practices

enterprise wide along with evaluating PEGA software as an Agile

tool.

. Lead Wealth Management Initiatives and training

. Created Agile/Scrum Instructional Presentations

. Created PMP Instructional Presentations

. Consulted and Brainstormed with business partners on Hyperion

HFM, FDM and reporting products

. Lead Mobile Application Development projects

August 2010 to April 2011 Bayview Financials

Project Manager Consultant

Bayview Asset Management, Coral Gables, Florida

As a Project Manager for this Asset Management Company I was the owner

of four enterprise wide projects.

. In a matrix environment I managed or supervised teams of 8 (core

team) to 50 (deployment) resources.

. Upgrade from 2005 to 2008 SQL Server database platform,

implementing Data Encryption for all data at rest (DAR),

implementing Data Obfuscation and implementing an enterprise

wide multiple locations Database Disaster Recovery strategy.

. Architecting a Data Center move is also the backdrop to the DR

project. This included all applications, infrastructure, and

Data Warehouse environments. Currently four deployments or

rollouts has been implemented.

. As the PM, I have brought some structure to a complex

organization.

. Aggressive delivery of project results were made possible by

using advanced project management techniques. Some deliverables

include

o 1) Project Charter, Architectural Design document, Project

Schedule/WBS, Project Plan and other project documents.

This WBS outlined a very aggressive sponsor lead timeline,

o 2.) Coordination of SAN, DBA, Windows, Networking, VRU

(with Unified Voice capabilities), Application teams and

Business users to work together to complete significant

deliverables,

o 3) Contributing to their PMO tools and procedures,

o 4) Mentoring,

o 5) Completing multiple Proof of Concepts initiatives,

o 6) documenting and bringing clarity to project objectives

in alignment with long-term organizational strategic goals,

o 7) driving Application and Business User's Acceptance Test

and implementations,

o 8) Successful completion of four (4) enterprise wide

implementation roll-out,

o 9) meeting daily with Directors, VP level stakeholders and

occasionally with outside Vendors.

June 2009 to August 2009 Private Venture

Director / Project Management Consultant

Fort Lauderdale, Florida

As a Director, I drove the process of obtaining licensing and state

approval for this business. From an IT prospective,

. I used PM skills to manage and direct the activities of this

company.

. Project Initiation, Planning, Execution, Controlling and Closure

methods were used to develop the significant initiatives of this

organization.

. Web Management Design, developing Business SOP's (standard

operating procedures), network integration,

. overseeing Procurement and Contract negotiation skills were also

used to successfully pursue the business of this company.

March 2008 to March 2009 PepsiCo / Tropicana /

Quaker / Frito Lay

Project Manager Consultant Bradenton, Florida

As a Project Manager for this international manufacturing and

distribution logistics concern, my projects included multiple

nationwide server upgrade procurements and deployment projects.

. In a matrix environment, I managed and supervised 8 resources.

. I also was the Program Manager for Infrastructure Architecture

Management of two new facilities. The new construction of a

four line production and manufacturing facility along with the

build-out of a separate chilled distribution facility.

. Both projects interfaced with the chilled supply chain and other

distribution centers.

. My PM duties required me to perform the full complement of PM

activities along with gaining

o CMMI3 level compliance (Project Feasibility & Approval,

Project Preparation, Blue Print Design,(HLD), Realization

Design, Realize Construction, Realization Test, Final

Preparation, Go Live & Support, Project Closure).

. Other deliverables included the migration of data from legacy

systems to SAP data warehouse environment, Project Charter,

Project Plan, Project Schedule/WBS, Server Build Procedures, SAP

ERP Integration, Deployment / Go Live Procedures, Disaster

Recovery Plans, Training, Architecture Assessments, SDLC

remediation, Decommission of Infrastructure, Functional/Non

Functional Business Requirements, Traceability matrix,

Infrastructure Architecture Assessments (LAN, WAN, SAN),

Equipment Accounting (capital/expense), etc.

. Tools used include MS Project Server 2007, Outlook 2007, eRoom,

Primavera, KnowledgeNet, KnowledgeStore, Caliber, Star Team,

Oracle 10g, Oracle8i, etc.

August 2007 to December 2007 Capital One

Financials

Project Manager Consultant Richmond, VA.

Enterprise Wide (All lines of business domestic and international) -

As a project manager for the Cost Complexity Reduction (CCR) Program,

I worked on Agile/Scrum and Waterfall/Phased methodology projects.

Capital One is recognized as an industry leader in the BI (Business

Intelligences) analytic space.

. In a matrix environment, I managed and supervised 12 resources

on the first project, 12 onshore and 3 offshore. On the second

project, I directed and supervised 6 international directors.

. My projects or iterations involved evaluation of business tools

and processes for complexity reduction, cost savings or cost

avoidance.

. BI tools such as Micro Strategy, Business Objects, SAS, Hyperion

BRIO, Planning, HFM, Essbase, Financial Reports, FDM and other

enterprise wide tools were evaluated during this project.

. Work on Data Warehouse, Data Mart and Business Intelligence

initiatives. BI tools such as Micro Strategy, Business Objects,

SAS, Hyperion BRIO and other enterprise wide tools were

evaluated during this project.

. Another project is assessing which business processes should be

re-used or adopted enterprise wide due to their efficiencies.

This project involves management at the international (UK,

Canada, India, US) or global level, involving only director

level members.

. Hardware Infrastructure, Architecture and Project

recommendations would be socialized along with their best

practices.

. Under my direction previous projects were brought out of red and

yellow status to green status. Iterations had been completed

and multiple pilots began.

. Metadata Management is one of our piloted processes.

. MS Project Server 2003, SharePoint, Knowledge link and Project

One were some of the tools I used, along with an

Onshore/Offshore model.

. Ensuring compliance to established PMO standards were also my

duties.

July 2006 to December 2006 IBM - IBM Global

Services

Infrastructure Project Manager Denver, CO.

Managed, directed, coordinated, communicated and drove closure of IBM

and Honeywell International infrastructure assets and financials.

. I facilitated the orderly transition of assets, primarily

servers and memory storage, from or to IBM's client. Managed

and coordinated a national team of providers to, build,

commission, wipe and decommission servers.

. Validated closure letter process and financials of other project

managers before asset were finally closed.

. Scheduled agenda meetings with Honeywell and IBM stakeholders.

. Attended meeting with Honeywell and IBM stakeholders weekly to

communicate status, issues or concerns.

. Attended training sessions related to IBM's products (i.e. ODBS,

Financial Reporting, RUP, etc.)

January 2006 to February 2006 Cannon Cochran

Management Services (CCMSI)

Project Manager / Business Analyst Danville, IL.

My charge with this national leader in worker compensation claims

services, were to lead a team to produce IAIABC compliant EDI

transmission records. My duties involved being the business analyst

and managing the project using Project Management Institute (PMI),

Project Management Professional (PMP) methodology.

. In a matrix environment, I managed and supervised 3 resources.

. Duties included, evaluating the customer's 700 plus page

requirements document, producing business rules, producing

business requirement specs, producing test cases and quality

requirements for the project team.

. My role also included,, defining project objectives, milestones,

prioritizing work schedule while establishing timelines,

establishing meeting agenda items with stakeholders, defined

reporting requirements, defining quality requirements,

producing test cases, preparing end-user questionnaires and

data gathering.

. Project administration included Initiating, Planning, Executing,

and Controlling, and Closure, post implementation review for the

project.

. Establishing best practice guidelines, identifying lessons

learned, producing acceptance criteria requirements and creating

consensus while managing customer expectations were also

initiatives that were provide.

. Copious amounts of documentation, interviews, charts, flows,

benefit analysis, risk management, loss control and best

practice techniques were used or produced.

. The software construction used each phase of the Software

Development Life Cycle (SDLC). MS SQL SERVER and MS SQL was

the backbone of the construction phase. Other tools used are

Project, Visio, PowerPoint, Adobe PDF Professional etc.

February 2003 to January 2006 Realty Financing

Director / Project Manager Davie, Florida

Managed and directed infrastructure and business analysis for this

start-up company. Evaluating stakeholder's requirements, creating

business rules, creating, business requirements, creating test cases,

producing quality requirements, establishing best practice principles,

identifying lessons learned, creating consensus while managing

customer expectations and defining acceptance criteria were also

initiatives that were completed.

. Duties included each phase of the project development life cycle

(PDLC) and the software development life cycle (SDLC).

. RUP methodology including: quality by design, got the

users/developers involved, overall focus on quality, functional

documents, performance issues, scorecard deployment, etc., were

used.

. I managed and supervised 12 people. Other involvement

included:

. Creating and Implementing Business Plan

. Creating and Executing Project Plan

. Creating and Implementing Network Plan, LAN/WAN IP

configuration (VOIP) etc.

. Conception, Development and implementation of companies Web

Site (SDLC)

. Creating, developing of data mapping repositories (Data

Architect)

. Create data warehouse concepts and schema

. Evaluate, Create, Develop Infrastructure (Infrastructure

Architect)

. Managing day to day activities, issues (network/hardware) and

executing plan

. Created and Implemented best practice and lessons learned

methodology.

. Evaluated Sarbanes-Oxley SOX fundamentals for compliance

. Evaluated UML and XML for data modeling and future web

initiatives

January 2001 to June 2002 TYCO/ADT Security

Account

Project Manager / Business Analyst Boca Raton, Florida

With this client, I was the Project Manager and business analyst for

three projects. Technical support was provided for this client when

requested by the CIO to support other critical efforts. Duties

performed for this clients included but were not limited to:

. I managed and supervised 3 people.

. producing business needs request or other project initiation

documents

. driving the needs request process, obtaining stakeholders

signoffs, setting stakeholders agenda items, producing business

requirements for development team, defining business rules,

producing test cases, defining quality requirements,

establishing best practice repository, identifying lessons

learned and creating consensus while managing customer

expectations.

. Creating Project Definition Plan, producing all supporting

project documentation such as WBS, schedules, cost accounting,

risk plans, communication plans, scope definitions etc.,

organized meetings with project sponsors and key stakeholders.

. Coordination of activities between team members in multiple

states with four different companies, evaluated, create and

develop infrastructure facilities for various implementations.

. Additional projects included the migration to a new Oracle Data

Warehouse environment including data mapping, data integration,

ETL, referential integrity, and data validation. Data migrations

(ETL) were also preformed to move data from one data center to

another. Integration upgrades from MVS to Oracle were analyzed

weekly.

. Consulted weekly on data, functional and platform issues

regarding the Oracle environment.

. Brainstormed features and functional impact of ERP upgrades from

Oracle 8i to 9i.. Performed SME analysis for application

integration into the Oracle platform.

One of the projects impacted many major databases, many applications on

various platforms. (I.e. Customer relationship management (CRM)),

revenue maintenance, account receivables (Walker CARMS), general

ledger, plant and equipment applications on UNIX, Informix, ODS, AS/400

and IBM MVS Mainframe hardware.

. This project had national impact on every system that used a

customer number. The communications, coordination and timing

between systems and departments throughout the US were critical.

. The content of this project interfaced with TIBCO midware due to

its multi-platform, multi-lingual features.

. TIBCO features such as data transportation/ transformation,

multicast and routing were critical to the successful completion

of this project. Indoctrination to TIBCO components such as

Message Broker, Rendezvous, Adapters and Hawk features were

understood. Analysis of Websphere also undertaken to interface

with project.

. I also produced documents for: 'Project Need, 'Project

Definition', 'Business Requirements' and 'Project Plan'. Project

plans were created using MS Project, PMO (project management

office - James Martin) methodology is used to communicate project

scope, issues, status and milestones throughout the organization.

MS PowerPoint was used for his presentations to the VP and

directors. He coordinated stakeholders meetings, set the agenda

and communicated issues to the national team.

November 2000 to January 2001 Blue Cross & Blue

Shield of Mississippi

Project Manager/Data Architect/Business Analyst Jackson,

Mississippi

This client had a desire to create new DB2 system with a data warehouse

focus and convert/integrate data from legacy files UB92 and HCFA1500

files to populate the newly created DB2 system tables. These DB2

tables would also be the data warehouse / data mart for some WEBFOCUS

intranet reporting in a 3-tier NT server environment. HIPAA

As Data Architect and Business Analyst the duties I preformed included

but were not limited to,

. I supervised 3 people.

. evaluating stakeholders requirements documents, meeting with

stakeholders, analyzing requirement, creating business rules,

creating business requirements, producing test cases, defining

quality requirements, establishing best practices and identifying

lessons learned. JAD and project development lifecycle

methodology was used on this project. Conceptual, Logical and

Physical designs were created. Data Warehouse techniques

(Kimball) such as data gathering, design, interviewing,

requirements definition, analysis, stars schema, snowflake schema,

etc., were used.

. His duties involved, evaluating, creating and developing the

necessary infrastructure to facilitate this project, producing

entity relationship diagrams (ERD) for the DB2 tables, logical and

physical views for the data,

. Data Conversion Requirements Definition documents for each system

and also defined task & resources needed to complete this project.

. Developing physical models for the DW using ERWIN, understanding

HIPAA and working with metadata were also his responsibilities.

. All work was performed in an IBM MVS Mainframe environment.

February 1998 to May 2000 TYCO/ADT Security

Account

Project Lead/Business Analyst Boca Raton,

Florida

Data migration (data center move) was from one data center location to

another. Scope included the migration of Applications, Infrastructure,

and Enterprise Data Systems. This client was in transition from their

legacy mainframe systems to an Oracle/UNIX based environment. Duties

included maintenance support,

. applying legal/regulatory changes and formatting data for the

Oracle database /UNIX environment.

. I was the primary contact, in regards to all conversion issues,

arising from data on the mainframe going to the UNIX box.

Year2000 (Y2K) considerations and issues were also services

provided to this client.

. Travel to the client site in Dallas, was also part of the support

provided. Administrative skills used in this environment where

time reporting, status reporting, project forecasting, scheduling

and coordination of activities between departments, users and

region to bring about the expected end.

. Technical skills used in this environment were IMS/DLI, CICS, DB2,

Easytrieve, JCL, and FTP, in a COBOL, VSAM, and HISAM in an IBM

Mainframe environment.

.

The support levels with this client, covered many applications (i.e.

Invoicing, Account Receivable, Contract Processing, Electronic Billing,

Weekly Mailing and I lead the monthly conversion file process, which

were used by the ORACLE applications).

. FTP's (file transfer protocol), of data, files, reports, etc., to

other national locations, was a large part of the conversion

process.

. I was on call for production support, 24 hours a day, 7 days a

week. Providing answers and enhancements to user issues in the

field.

. Problems solving / Solution provider for work request were also a

part of my responsibilities.

October 1997 to February 1998 FPL (Florida Power

and Light)

Consultant Miami, Florida

Year 2000 (Y2K) methodology, concepts and techniques was the focus for

this client.

. Year 2000 (Y2K), acceptance testing, implementation and analysis

were the primary task performed at this site.

. Supporting the financial accounting area, with new program

development, analysis, design and user communication was a large

part of the functions performed with this client.

. These tasks were performed in an IMS, CICS, DB2, and IBM

Mainframe MVS environment.

January 1997 to October 1997 Continental Airline

Project Lead/Consultant Miramar, Florida &

Houston, TX

Responsibilities included participating in the development, analysis

and design of a performance incentive system.

. I supervised 2 people.

. Design phase also included DB2 tables with referential integrity

and other proficiency considerations.

. The incentive system would reward the sales force of Continental

Airlines, for the performance of their travel agencies or

telesales staff that were associated with their territory's sales

volume.

. The software tools used were DB2, COBOL II, EXCEL and MS WORD in

an IBM MVS Mainframe environment.

. There were significant communications with top management at

Continental (Houston) daily, in an effort to further enhance this

system and offer solutions to business issues and needs etc.

. Travel to the client site in Houston, was also a part of the

support provided.

. These tasks were performed in an IBM mainframe and PC network

environment.

. The next phase of this project scheduled is to have a GUI

interface with probably Visual Basic as its platform. CICS

appears to be the second choice as a platform. This phase will

make the results available to the national community of sales

representatives and travel agencies, not just the administrators,

as phase one does.

October 1995 to December 1996 RYDER SYSTEMS

Consultant Miami, Florida

Responsibilities included developing software in the Insurance and Risk

Management areas. Analysis, design and maintenance were duties

performed in this area.

. Software tools used, were DB2, COBOL II and EASYTRIEVE PLUS.

. Responsibilities also included developing software to standardize

reporting of benefits to over fifteen different vendors that

provided benefits to the employees of this company.

. Supporting Human Resources and Payroll areas, with new reports.

. Addition duties were to provide the end user reporting systems

with strong user interface (directors, vice presidents, senior

vice presidents) in the field and headquarters. Human Resources,

Work Force Analysis development and Marketing Research Analysis

were also areas that major time was spent.

. COBOL II, EASYTRIEVE PLUS, SAS, FTP and OS JCL were the primary

tools used in the completion of those tasks in an IBM MVS

Mainframe environment.

June/85 to Jan/96 Hi-TECH SOFTWARE (HTS)

Information Technology Consultant (HTS engagements below)

June 1995 to September 1995 JOHN ALDEN

INSURANCE (LNC)

Consultant Miami, Florida

Modified online and batch CICS programs. I supported multiple

enhancement projects which supported their HMO/PPO organization.

This work was done using CICS, COBOL and XPEDITER skills in an IBM MVS

Mainframe environment.

January 1995 to June 1995 RYDER SYSTEMS ( R )

Consultant Miami, Florida

Responsibilities included maintenance and enhancements to the Human

Resource System.

. Responsibilities also included interfacing with multiple users,

analyzing their needs, coding and implementing the required

changes.

. Their technical environment used COBOL, DB2, and IMS DL1 under

MVS on an IBM mainframe.

. In addition, designed and developed inquiry software for the

above systems using TELON and DB2.

November 1993 to January 1995 AMERICAN EXPRESS

(AXP)

Consultant Weston, Florida

Engagement for their Global Risk Management System (GRMS) initiative.

. Responsible for producing conversion programs that produced

variable length output for every account in the American Express

system. The output records would then be loaded to an IMS

database which provided worldwide support for decision making

consideration on each account when needed.

. Support was also provided in the system test cycles. Multiple,

multi-level tables, records ranging from 41 to 14,000 bytes,

COBOL and Xpediter were used in this task.

. Resolved maintenance request submitted by users of the

Merchandising Information Data Analysis System (MIDAS).

. The MIDAS system primarily required expertise in COBOL II, IMS

DL1, IMS DB/DC, EDI and JCL in an IBM MVS Mainframe environment,

with good communication and organization skills to interface

with user in New York City and Phoenix, Arizona.

November, 1991 to November 1993 UNITED TECHNOLOGIES

(UTX)

Consultant (Pratt & Whitney division) Palm Beach, Florida

July, 1989 to September, 1990 UNITED

TECHNOLOGIES (UTX)

Consultant (Pratt & Whitney division) Palm Beach, Florida

September, 1988 to July, 1989 AT&T (T)

Consultant Dulles Corners, Virginia

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