IT Project Manager

Steeve Kurian, MBA

R ichmond, TX 832-***-****

************@*****.***

Professional Profile

IT project manager with 14 years of experience in IT management and managing projects to a

successful close. Experienced in acquisitions, divestitures, office build outs, Windows 7 migrations,

i nfrastructure, operation and PCI and SOX audit projects.

Professional Experience

Academy Sports + Outdoors, K aty, TX

Sept 2013-Current

I T Auditor

Managed IT audits for this sporting goods store chain. Managed efforts to ensure IT general controls

a re compliant with Sarbanes-Oxley & PCI DSS. Identified controls and process weakness. Tracked

support remediation of Operational, Sarbanes-Oxley, PCI DSS In ternal and external penetration

issues. Directed and reviewed work of other audit team members to ensure compliance with I IA

s tandard.

• Partnered with Training & development to created fi rst annualized information security

t raining module for audit purposes.

• Cut the proposed cost of PCI- DSS cost nearly 50% with efficiency of planning.

• Managed segregation of duties (SOD) monitoring processes and controls, identify mit igating

controls, and ensure compliance with company policies.

• Prepared, present reports and metrics to management, ensuring controls are accurately

maintained and action plans are implemented within designated timelines for remediation.

• Ut ilized data analysis to develop a more proactive and anticipatory approach to IT r isk

management

• Monitored & t racked progress of found vulnerabilities from penetration testing.

• Explained and demonstrated vulnerabilities to application/system owners and provided

recommendations for remediation.

Wood Group, Houston, TX

M arch 2012- Sept 2013

I T Project Manager

Managed the $2.8 billion GE divestiture for this 41,000 employee multinational oil and gas Service

Company listed on the London Stock Exchange. GE Project included 114 site migrations, 2481 users

m igrated to Windows 7, 27 business application migrations, Cisco VoIP migrations at 22 sites,

E xchange migrations for 114 sites and 99 physical Dell servers, 120 Cisco routers and switches

m igrated to GE. Managed multi phased projects that varied from acquisitions, building

renovations, building moves, infrastructure networks and server refreshes.

• Designed and created all SOWs, scopes, schedules and status spreadsheets. R esult: A llowed

s takeholders, vendors, team and management to know the status, resources used and costs,

of each phase of all projects at all times.

• Managed weekly meetings to ensure all project objectives and milestones in the SOW are

met. Team consisted of 40 members. R esult: Reduced total project costs by monitoring costs

and layouts designs of IT equipment and AT&T circuits.

• Completed office build out, building move, AT&T circuit upgrades, Dell servers and Cisco

network infrastructure refreshes for Wood Group GTS locations. R esult: WG GTS was

awarded a $24 million contract to design and construct a 75 MW gas turbine.

• Nur tured a positive vendor management and procurement process. R esult: Vendors quickly

remedied problematic situations that could have disrupted the project t imeline.

• Successfully completed a 4 site acquisition within 3 months of initiating the project. R esult :

P roject management team received praise from Wood Group senior management.

• Created roundtable discussion group at the planning phase of all projects. R esult: Received

valuable input from different divisions to fully understand project r isks and have a r isk

response in place for the project.

GI M MALSOFT, Houston, TX Oct

2011 – March 2012

Technical Services Manager for Application Projects

Managed and functioned as project manager and business analyst for two application project teams

consisting of 10 employees for this 200 employee privately held IT services company with over 13

m illion annual revenue. Designed, developed and implemented project charter, project management

p lans, r isk assessments, schedules and budgets. Managed the resolution of technical issues for

clients and facilitated conflict resolution. Created workflows to support and enhance both

departments for the successful rollout of 3 high level application projects (Compliance Suite For

SharePoint, Information Governance Suite For SharePoint, Unified Records Management For

SharePoint).

• Implemented M icrosoft CRM within project budget and schedule. R esult: I ncreased revenue

25% by last quarter of 2011. Senior management was able to run weekly reports to show

p rogress of all business units.

• Established clear objectives, detailed project plans and work break down structures. R esult:

S trong t rack records of completing milestones, deliverables and ensured project completion

t arget date.

• Created and implemented processes, SOWs and WBS for all projects. R esult: I ncreased

customer satisfaction surveys by 19% because of timely delivery of quality service

• Implemented a detailed knowledge base as a site collection in SharePoint. R esult: I ncreased

shared knowledge companywide.

• Established and mentored QA team. R esult: QA team completed their phase 2 months

ahead of scheduled project completion date.

• Created specialized afterhours t raining group to develop and cross t rain employees. R esult:

P resident of company was impressed with the cross t raining which increased our efficiency

as a company overall.

FOSTER WHEELER, H ouston, TX

M arch 2007 – Oct 2011

I T Help Desk Manager for Upstream and Downstream projects

Managed and functioned as project manager and business analyst for 11 team members and provide

7x24x365 support for this 14,000 employee NASDAQ t raded global engineering and construction

f i rm with over $4.1B annual revenue. Responsibili ties included controlling & monitoring phases

and priorities for numerous projects such as joint ventures with other oil, gas and construction

companies, application migrations, upgrades, rollouts, Windows 7 migration office build outs and

moves. Managed hardware lifecycle management plan (desktops, laptops, mobile devices,

peripherals, etc) for Windows 7 migration project. Provided team with weekly activity duration

estimation, change control, quality plan meetings. Routinely used schedule control and r isk

monitoring to ensure project is running ahead of schedule. Aligned project with business needs by

using SOX compliance tasks, BCP/DR planning, IT I L and ITSM best practices.

M ajor projects include :

• ALGOR digital prototyping software deployment project for $4.5 billion Malampaya Onshore

Gas Plant (MOGP) project in Batangas, Philippines. R esult: Successfully completed project

on t ime and under budget for the largest gas project in Philippines history.

• Hardware refresh and OS migration projects for various engineering units. Primarily

m igrating from Dell Optiplex 520/Windows XP 32 bit with Office 2003 & 2007 to Dell

Optiplex 990 Windows 7 64 bit systems with Office 2010. R esult: E nsuring refresh project

deliverables are on t rack before end of life/end of support of existing legacy OS and hardware.

• Manage software deployment project for $1.4 billion REFICAR Columbian oil refinery project

(CB& I/Foster Wheeler joint project). R esult: Coordinated joint project with CB& I project

manager and project team members. Successfully deployed new software across 18 business

u nits at both organizations.

• Deployed and upgraded OLGA multiphase f low software for $525 million Sinclair Oil EPC

p roject in Tulsa, Oklahoma. R esult: P roject completed ahead of schedule and under budget

w ith significant ROI within 2 years of completion which resulted in another project awarded

to Foster Wheeler by Sinclair Oil.

• Codeware COMPRESS software deployment in support of pulverized coal steam generator

p roject for Saraswati Industrial Syndicate in India. R esult: COMPRESS deployment

resulted in increased design efficiency for 8 engineering business units.

• SACS integrated structure analyses software for Delaware City Refinery Company Restart

P roject. R esult: Successfully completed project under budget and on t ime even after severe

budget cuts.

• Oracle Primavera 3.1 to 6.1 project followed by Primavera 7.0 upgrade project in for Atlas

E ngineering acquisition. R esult: Both organizations benefited from new enterprise portfolio

management features.

• CAESAR 4.5 to CAESAR 5.3 software deployment in support of Windows 7 64 bit rollout.

R esult: Departments were able to take full advantage of hardware/OS refresh with new

software.

• Etap 6.5 to 7.2 upgrade for control systems, electrical, and instrumentation departments.

I ncluded deployment of new license server. R esult: New software resulted in increased

efficiency for these departments from the additional features.

• AspenONE 2006 to AspenONE V7 upgrade project for Honeywell UOP joint project.

• STAAD.Pro 2007 to 2009 upgrade project followed by V8i upgrade project kick off meeting in

support of 2 new Petrobras refineries in Brazil.

BLUE STEEL TECHNOLOG IES, Sugar Land, TX

Sept 2005 – March 2007

I T Support Services Manager

Managed service desk with 8 support personnel for this IT solutions and support services provider

i n the Houston, Dallas, and Lafayette areas. H ighlights included:

• Ensured all t ickets were documented, updated, and escalated as necessary in Alti r is help

desk t icketing system in accordance with SLAs contractually promised to clients. R esult:

Quar terly client surveys showed increased satisfaction and continued to progress throughout

my tenure.

• Established new support policies and established SLAs for help desk services division.

R esult: I ncreased customer satisfaction and client retention/support services contract

renewal.

• Created new executive services division composed of high level technicians dedicated to VIP

support. Helped create marketing plan for this new service through a unique marketing

campaign with deep discounts on bundled services. R esult: E xtra $1.2 million in gross

revenue after the fi rst year of these services being offered.

• Ensured service desk personnel morale was kept high through team building activities and

performance based rewards. R esult: M anagement style resulted in higher performance

f rom employees as well as higher employee retention rate.

S UNGARD, Houston, TX Dec 2000 –

Sept 2005

Help Desk Manager

M anaged help desk for Texas Southern University (TSU) through this solutions provider.

H ighlights included:

• Ensured all SLAs were being met and all issues resolved using Alti r is help desk ticketing

system. R esult: E nsured all University departments had a high degree of satisfaction with

help desk services.

• Created Service Level Agreements for a newly created department that had no policies and

p rocedures in place. Recommended and researched SLA’s which were then approved by the

Compliance office and distributed to departments throughout the University. R esult: S LA’s

were put into place within three days. Customer satisfaction improved significantly due to

realistic and concrete expectations as to levels of service, delivery, and time.

• Motivated help desk department employees with coaching and team approach. Collaborated

w ith upper management and employees in creation of incentive plans. Held meetings and

designed a satisfaction survey. R esult: I mproved employee morale and increased employee

p roductivity.

• Implemented a new concept to improve incident management workflow. Formed teams to

address areas of employee deficiency. Implemented cross t raining of employees to promote

new skills. R esult: D irected successful projects by establishing new operational system for

a ll employees to attain new skills in the process.

• Directed teams to new levels of achievement. Reviewed work orders, contacted users to verify

service needs. Determined equipment and manpower needs. Scheduled projects and assigned

personnel. R esult: Successfully completed projects in an efficient and t imely manner.

• Directed POC (proof of concept) for BMC Remedy service desk software as replacement for

A lti ris.

• Strengthened internal relationships in IT Department. Assisted in successful migration of

d igital phones to Cisco VoIP phones by acting as the liaison between the different IT areas to

m inimize disruption during migration. The new phones put in place reduced the cost of calls

for the University. R esult: Successful planning and execution of project resulted in campus

w ide satisfaction from department heads.

.

Education & Training

P MP Certification T raining

2013

H EART (Ha rm Elimination And Recognition T raining), FW

2011

BSMART (Behavioral Safety Management & Recognition Techniques) P resident,

FW 2010

BSMART (Behavioral Safety Management & Recognition Techniques) Vice

P resident, FW 2009

BSMART (Behavioral Safety Management & Recognition Techniques) Steering

Committee, FW 2008

Master of Business Administration (MBA), American In terContinental University – GPA-

3.8 2005

P M I CAPM P roject Management T raining Course, Global Knowledge

2003

M icrosoft Certified Systems Engineer (MCSE), Southern Methodist University

2000

A+ Certification, Southern Methodist University

2000

Bachelor of Science in C riminal Justice, University of Houston Downtown GPA-3.4

1999

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