Project Manager Management

Amy Jennings

***** ******* ** * *****, Ky *****

270-***-**** ***********@*****.***

Education and Professional Training

Master of Business Administration (MBA)

Morehead State University, Morehead, Ky (2003 – 2005)

Bachelor of Science, Computer Information Systems

Western Kentucky University, Bowling Green, Ky (1997 – 2001)

ITIL v3 Certified - 2010

Professional Experience

Swedish Match, Owensboro, Ky

Head of Project Management Office, 2011– 2015

Portfolio manager for IT’s global project portfolio which includes project controlling and auditing, analysis of individual projects in detail regarding ability to deliver on sponsor expectations and IT commitments, tracking progress against agreed scope, quality, time and cost, identifying risks and deviations against plan, and suggesting actions to be carried out.

Developed demand management process to drive collection of business user demands on a periodic basis. Responsibilities include being point of contact for demand management andleading and managing efforts to collect demand and supply data from business and IT stakeholders as well as ensuring exhaustive data through repeated analysis and review.

Conduct capacity planning analysis for balancing of resources against gathered demand, seeking direction for constraints and recommending actions for balance, and communicating balanced capacity situation and plan to business and IT stakeholders.

Resource management responsibilities include determining resource allocation for all department demand, understanding constraints, identifying conflicts and suggesting resolutions for sourcing.

Projects and daily work include: Accountable for portfolio management and portfolio board preparations of projects and activities and presenting to upper management for review. Performing demand management to capture all requests for a given period from business users across varying departments, capacity planning for balancing of resources (worldwide) against those demands, and driving resource management efforts to ensure all demands are able to be fulfilled. Also, responsible for conducting project audits periodically to ensure appropriate work is being done in a timely fashion to deliver all projects within time and on budget.

Swedish Match, Owensboro, Ky

Resource Controller/ IT Auditor, 2008– 2011

Performed quarterly internal IT general control audits according to SOX and SSAE16 (SAS70) standards to maintain control of all system security and network access, critical application changes, and infrastructure operations. This included gathering appropriate system lists and conducting comparison and analysis against the internal information security policy. Reviewing all critical system application changes for appropriateness and approval as well as ensuring all infrastructure monitoring and alerts were in place.

Internal lead for the yearly external security and access audit conducted by a 3rd party, providing and coordinating internal information and resources. Also, lead for all internal and external penetration testing conducted on a quarterly basis to ensure network security.

Developed SDLC project management methodology to manage all department projects through a standardized life cycle fromrequirements gathering to development, test, and implementation. This included the development of all project documentation, templates, process flows and reports.

Managed department project portfolio and reported against project manager’s plans to meet project scope, quality, cost and timing, including milestones and final delivery/go-live, project budget, including costs for the use of resources and other expenditures, identification, management, and mitigation of risks, issues and opportunities in the project.

Projects and daily work include: Lead weekly Change Advisory Board (CAB) meetings to acquire management approval for projects and discuss pending implementations. Lead for all internal and external department security and access auditing needs, including system access, program changes, and infrastructure operations. Responsibilities also included being process owner for the department project management methodology and ensuring planning, execution and delivery of projects met business and IT stakeholder expectations.

Toyota Motor Manufacturing of North America, Georgetown, Ky

Project Manager/Specialist, 2007– 2008

System administrator for quality applications and interfaces to other systems outside of area of responsibility.

Project Manager for the implementation and support of manufacturing and plant floor systems.

Lead project teams and gathered requirements from business users.

Used SDM/SDLC to develop test and implementation plans as well as other project documentation such as status reports or detailed designs.

Developed project plans and coordinated resource planning and budget tracking.

Defined the size, scope, complexity, and risk involved in projects.

Provided timely and accurate support to user groups during production support issues.

Communicated problem conditions and created problem reports with countermeasures during system outages.

Directed the coordination of all implementation tasks involving third party vendors or contractors.

Projects and daily work include: Implemented torque data collection (quality) system at Subaru of Indiana for use on the Toyota Camry production line. System administrator and production support for torque data collection system at multiple sites. Supported inventory part search tool for People Soft application during Kaizen work and implementation at Mississippi plant. Supported ActivPlant ERP application used for gathering production/manufacturing data from various parts of the plant for reporting and real-time visibility by floor and upper management.

Fruit of the Loom, Bowling Green, Ky

Senior Application Systems Analyst / Project Lead, 2005 – 2007

Developed system designs, test plans, project plans and implementation strategies.

Responsible for time and cost estimates, business reviews, coding and testing of new or revised application systems and programs when necessary.

Conferred with and advised project team on IT and SOX processes, procedures, and priorities concerning each project.

Consulted with personnel in other information systems areas to coordinate activities across various platforms.

Projects and daily work included: Project Lead for the implementation of an International ERP system in China sales office. Supported all applications implemented outside the US. Project Lead for all systems used with largest customer in Mexico, including implementing a web application for uploading remittance advice/ASN’s for Mexico invoicing.

Fruit of the Loom, Bowling Green, Ky

Internet Applications/Web Development Systems Analyst, 2003 – 2005

Lead developer in designing, testing, implementing, and managing all intranet and Internet based applications and forms.

Built and managed databases for various applications and forms used internally and externally.

Designed and altered graphics, images, and logos as needed for use on applications.

Worked closely with management and business users to establish problem specifications and system designs.

Trained and supervised new interns and contract programmers on the use of specific programs and languages.

Performed system maintenance programming and support.

Projects included: Project lead and on-going support for the implementation of the 2003, 2004, and 2005 Catalog Web sites to allow vendors to see styles available and inventory for current season.

Fruit of the Loom, Bowling Green, Ky

Internet Applications/Web Development Associate Programmer, 1999 – 2003

Worked with other programmers and business users to develop applications for various business areas.

Developed Internet applications and external web sites.

Projects included: Created archival system for tracking and storing documents kept for auditing and legal purposes that eliminated the need for 300 – 500 spreadsheet consolidating work for one custodian. Implemented enhancements to large-scale change management system for IS users that eliminated 5 –7 working days for each change and provided visibility to management.

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