Management Project

Vivian A. Gardiner

Professional Summary

Multi-faceted, result driven IM Coordinator with project management attributes and over 11 years of consistent success in establishing and developing comprehensive initiatives for new and existing projects by applying people, process, problem-solving and technical skills. Exceptional ability to developed strategic plans, ensure quality assurance and cross-functional training throughout multiple disciplines from projects implementation and operation.

Core Competencies

Restructuring t Strategic Planning t Team Building t Performance Metrics t Change Management t Special Projects t Relationship Building t Resource Allocation t Executive Reporting t Staff Training & Development t Needs Analysis t Corporate Communication t Work Scope Definition t Process Development t Client Relations t Microsoft Office Power User

Professional Expériences

CHEVRON 11/2013 – 08/2015

MCP NOJV IM/IT Coordinator

MCP IM/IT Coordinator for Non-Operated Joint Venture (NOJV) assets. Coordinate all aspects of the Non-Operated Joint Venture (NOJV) development, delivery and support of the IM/IT systems required by MCPs. Directed all necessary internal and external IM and IT suppliers to ensure the document management services are in place with the timing and capability to meet the needs of the project from conception to operation.

Key Achievements:

Interfaced with leadership, stakeholders and project members to identify IT/IM opportunities within the project

Administered application of the standards for document management systems, processes, procedures, workflows and contract language on projects

Created, managed, and supported workflow directions for IT/IM resources required for projects

Set priorities and monitor the performance of the project document control team

Ensured IT Support and plan management of collaborated tools and project specific software applications

Coordinated Information Protection along with Document Management and Control to ensure IM/IT alignment for Transition to Operations

Developed and monitor Information Management budget for the project, IM/IT capital budget and IM/IT expense budget.

Conducted joint accountability ensuring continual alignment with project scope, schedule and priorities

Ensured compliance with all IRM and Enterprise Policies and Procedures

Secure technical support and assistance for the electronic document management systems for efficient document processing

Communicated IM and IT systems and procedures effectively with the project team, management and outside company contractors.

Addressed all Information Management issues for the project including developing and implementing IM procedures, applying standard taxonomy, and document management system configuration

Performed quality control checks, audits and periodic quality assessment to ensure accuracy and alignment with IM processes both internally and externally

Performed external, internal training and coaching for Document Control and IM direct reports

Ensured that the project team has sufficient support from properly trained Document Control personnel

Built ongoing relationships with IM and IT management at contractor locations to review IM expectations, procedures and requirements.

Functioned as the IM discipline lead to evaluate, develop and provide feedback to contractor on contractor’s IM Plan and deliverables.

CHEVRON 05/2008 -11/2013

DWEP NOJV Information Management Analyst

Recruited to provide specialized Information Management technology in the development, implementation, training and management of standardized data plan solutions that enabled clients to maintain compliance, operations, cost reduction and efficiency with corporate structured and unstructured data. Coordinated the activities related to document control, including auditing and distribution. Maintaining electronic DMS project directories, tracking and reporting document review progress.

Key Achievements:

More than 11 years in the oil and gas industry producing results for project related activities

Developed and introduced a standardized structures for various projects averaging 100,000+ records that enabling control, accessibility and traceable

Perform a wide range of data analysis and conducted feasibility studies to ensure all areas were captured in the building of a structured File Plan

Outlined and coordinated all phases of migration planning and adoption metrics for transitioning data in Share Drive, DMS and all other specified holding areas

Train end users to ensure proper usage of newly implemented data structures and change management

Perform quarterly audits on data and security repositories for consistency and compliance with the governed structures

Executed development cleanup, decommissioning and change management plans for system migrations and transitions

Participated in the implementation, reviewed and updated project specific policies, processes and procedures to ensure business compliance

Interfaced with Project Team members, joint ventures partners, global BUs and upper management on information protection and project performances

Serve as the IM Administrator, Content and Change Manager (SharePoint)

Established a project framework that encompassed policies, operating efficiency, support and monitoring of documentation for disposition, retention/preservation and audit

Established, implemented and maintained contractor correspondence and document logs on project document control and retention system in compliance with company procedures

Coordinate with company representatives to ensure compliance with contract related deliverables

CHEVRON 06//2006 – 05/2008

EPMO Project Controller/Financial Administrator

Interacted with Program Manager by facilitating the team through the development, integration and management of the GIL 3 Upstream Projects using CPDEP standards. Improved efficiency by creating more utilizable reports for financial tracking, which included analyzing and monitoring monthly/annually EPMO financial reports, EPMO individual groups financial analysis, billable and unaccountable hours

Key Achievements:

Created and maintained the project schedule for 16 Strategic Business Units, to ensure timelines are met with Deployment, Information Management, Application Integrations and Hardware teams

Promoted the development and maintained the Project Execution Plan (PEP)

Communicated with upper management and the leadership team on the status of projects using weekly and monthly generated reports

Facilitated international meetings; ensuring strategic objectives are communicated, understood and applicable across international governments

Performed GAP analysis and risk assessments to determine BU requirement with SharePoint use as a DMS.

Perform data structuring, registration/identification and validation as a SharePoint Administrator

Generated and tracked budget actual versus estimated cost

Analyzed and reported EPMO Budget and Portfolio activities.

Involved with the ITC financial department ensuring accurate EPMO time-writing and client accounting.

Performed and reconciled procurement card purchases using Ariba system.

Supported the EPMO manager on research of various divisions within EPMO such as Consulting, Process, Change Management, Learning & Development and Portfolio Resource Optimization projects.

Created training and development courses for EPMO, PRO, CSOC and CPDEP, used within the project management office.

SANDEFER OIL & GAS, INC. 09/2001 – 06/2006

Sr. Executive Assistant / Project Liaison

Provide a full range of support services for President/Owner and Executive Vice President. Handled high profile investor-relations accounts, while managing all office activities

Key Activities:

Answered directly to the President/Owner and Executive Vice President.

Project Liaison for President and Executive Vice President in oil and gas operations as well as special investment projects.

Conducted in-depth business-development research and compiled results for review

Proposed and undertook actions on operational procedures affecting the projects management.

Reported budget to meet fiscal goal of the company and maintain line of credits.

COMPAQ COMPUTER CORPORATION (External Consultant) 04/2000 – 06/2001

Engineering Power Supply Coordinator

Worked in a Project Management role overseeing specifications and vendor performances for all power supply components. Interacted and negotiated with various production regions international and domestic

Key Activities:

Facilitated business to business involvement in all phases of power supply development and execution. Collaborated workflow with 13 engineers.

Created product user documentation designed as a baseline for test scripts.

Used primary and secondary evaluative data to analyze, inform and influence requirement specifications and defects notification for domestic and international vendors.

Collaborated weekly meeting with international vendors and management on product requirements, project-based efforts, new concepts and technological directives.

CHASE BANK 07/1998 – 04/2000

Performance Development Training Coordinator

Managed implementation and execution of division training and strategy. Launched a Consumer Credit Operation Center (CCOC) training department to instruct employees, contractors and new-hires on new and restructured banking system.

Key Achievements:

Designed, developed and implemented training material, curricula, courses and multimedia visuals to aid in the guidance process. Used with Train-the-Trainers

Designed and executed a new employee orientation program that measurably increased CCOC operations. Actively participated in formulating training strategies used throughout the CCOC division. Ensured that the company’s training plan design meet employees requirements and budgetary margins.

Operated closely with Human Resources focusing on Job Fairs, recruitment, multi-level awareness and recognition programs.

Organized and facilitated corporate meetings and seminars focused on leadership, communication, and diversity.

Facilitated mapping sessions for “as is” and “to be” business processes based on changes in functions and roles. Improved departmental efficiency by introducing new workflow processes affected by new system implementation.

Performed gap analysis, process reviews and assessments that impacted productivity and retention.

EDUCATION AND CREDENTIALS

MBA/ Management

AIU, Hoffman Estate, IL.

BS/Business Management

University Of Phoenix, Phoenix, AZ

CRTT/Respiratory Therapy

Houston, Community College, TX

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