Sr. Project and Program Manager
Resume:
E. Charles E. Moone, MBA, PMP
McCordsville, IN 46055
Evening phone: 317-***-****
Cell Phone: 317-***-****
*********@*******.***
Dear Sir or Madam:
I am a Senior Program and Project Manager with more than 20 years’ experience in consulting, planning, and managing PMOs, projects, and programs that delivered software, hardware, and management solutions for small and multi-billion dollar corporations. The experience includes selling the concepts of good project management and the successes that can be achieved by implementing good practices.
As a Project Management Professional (PMP), I have experience in planning and managing small and large Business and IT projects and programs as well as training, coaching, and mentoring project and program managers. I have been successful in managing stakeholder expectations, achieving customer satisfaction, and mentoring, inspiring, and leading direct reports and matrixed teams.
My experience includes technology strategy, infrastructure design and implementation, web-based and custom applications interfacing with legacy systems and databases, training and assimilation, and more. I have managed projects and programs for the Pharmaceutical, Medical Appliance, Investment Banking, Insurance, Healthcare, Transportation, Super Market, and Civil Engineering industries as well as Local, State, Provincial, and Federal Governments.
Managed $80 million project and program portfolio with 27 project and program managers and 200 analysts, architects, writers, developers, and testers
Managed $40 million project with international team.
Specialist in managing critical, complex, or troubled projects and programs.
Expert in preventing Project Failure.
Expert in Project Recovery
Created and improved PM Methodologies
Managed relationships, vendors, contractors, financials, budgets, resources, and schedules.
Managed teams based in the U.S., Canada, Japan, Western Europe, The Philippines, Ukraine, and South America.
Created and managed Project Management Offices (PMO).
I look forward to discussing this opportunity with you.
Sincerely,
Charles
(E.C.E. Moone)
EDUCATION 3
SUMMARY 3
CERTIFICATION 4
MEMBERSHIPS 4
EXPERIENCE 4
System Edge (Consulting), Schenectady, NY May 2015 – December 2015 4
IT Project Manager 4
Unemployed November 2013 – May 2015 4
TCS (Consulting), San Antonio, TX & Hartford, CT April 2013 – November 2013 4
Project Manager 4
Kelly Services (Consulting), Indianapolis, IN Sept 2012 – Nov 2012 4
Contract Project Manager 4
FastSwitch (Consulting), Jackson, MI Nov 2011 – Aug 2012 5
Contract PMO Senior Project Manager 5
e-Prosoftgroup, LLC (Consulting), Madison, WI May 2011 - Jul 2011 5
Contract Program Manager 5
Headstrong (Consulting), Chicago, IL Dec 2010 - Jan 2011 5
Senior Project Manager 5
Modis (Consulting), Columbus, Ohio Sep 2010 - Oct 2010 5
Contract Project Manager 5
BCForward (Consulting), Indianapolis, IN Jan 2008 - Feb 2010 6
Project Manager III 6
Delegata (Consulting), Sacramento, CA Aug 2007 - Oct 2007 6
Contract Senior Consultant 6
Blue Hammock (Consulting), Pittsburgh, PA Jan 2007 - May 2007 6
Director of Delivery 6
Novell (Consulting), Provo, UT Jul 2005 – Nov 2006 6
Program Manager, Consulting 6
CEI (Consulting), Pittsburgh, PA Jan 2005 – Jul 2005 7
Contract PMO Project Manager 7
Oak Street Mortgage, Indianapolis, IN Sep 2004 - Nov 2004 7
Contract Senior Project Manager 7
System Design Group (Consulting), Indianapolis, IN Sep 2003 - Sep 2004 7
Contract Senior Project Manager 7
Taratec Development Corporation (Consulting), Bridgewater, NJ Mar 2002 – Sep 2003 7
Director, Program Management Office 7
Cambridge Technology Partners (Consulting), Chicago, IL Aug 1998 – Dec 2001 8
Director, Project & Program Management 8
SmartHealth/Royal Bank of Canada (Consulting), Winnipeg, MB Jan 1996 – Aug 1998 8
Senior Project Manager & Technology Team Leader 8
Ranul (Consulting), Indian Springs, MD Jan 1995 - Dec 1995 9
Contract Senior Software Engineer 9
Willdan Associates, Engineers and Planners, Anaheim, CA Jan 1990 – Jan 1995 9
Director, Computer and Information Systems (CIO) 9
SPEECHES, LECTURES & SELECTED PAPERS 9
TRAINING 10
PROJECT LIST 12
EDUCATION
Doctoral Studies, School of Business, Capella University, Minneapolis, Minnesota. Emphasis on Leadership and Organizational Behavior, 2005
Master of Business Administration (MBA), California State Polytechnic University, Pomona, California. Emphasis on Organizational Development, 1995
Graduate Studies, Civil Engineering, Northwestern University, Evanston, Illinois. Emphasis on Soil Mechanics and Foundations
Bachelor of Science Magna Cum Laude, Civil Engineering (BSCE), Indiana Institute of Technology, Fort Wayne, Indiana
SUMMARY
Expert in System and Software Development Lifecycles (SDLC) having worked with and managed Agile, Iterative, Incremental, RUP, and Waterfall development methodologies with a philosophy of “deliver value frequently throughout the project lifecycle”.
Experienced with hardware, software, and facility implementation and upgrades.
Experienced with Identity and Security management for healthcare and government.
Experience includes Project and Program Management for the Regional Energy (Electric and Gas), Pharmaceutical, Healthcare, Medical Appliance, Transportation, Civil Engineering, Construction, Super Market, Investment Banking, Financial Management, Publishing, and Insurance industries as well as Federal, State, and Provincial governments..
Expert in preventing Project failure, Troubleshooting, and Project Recovery.
More than 20 years’ experience as Project Executive, Senior Program Manager, Portfolio Manager, Program Manager, Senior Project Manager, Project Manager, Senior Software Engineer, Construction and Design Engineer, and Technical Team Leader in United States and Canada.
Managed $80 million portfolio of hardware, software, infrastructure, and facility improvements with 27 project and program managers and staff of 200 analysts, architects, writers, developers, and testers.
Managed $40 million project with international team of 65.
Managed relationships with senior and operational level executives and supervisors.
Managed vendors, contractors, financials, budgets, resources, schedules, and relationships.
Managed RFI, RFP, and RFQ preparation and evaluation.
Effective negotiator with customers, vendors, and company leaders.
Designed, implemented and managed Project Management Offices (PMO).
Designed and implemented Project Management Methodologies (PMM).
Responsibilities have included program planning and management.
Business analysis to identify business needs and determine solutions to business problems.
Preparation of business cases (needs, resources, capital expenditures, budgets, etc.) for projects.
Analysis of organizational and financial feasibility of projects.
Monitoring progress and success of projects and programs.
Performing risk analyses.
Defining governance structure.
Creating and implementing PMBOK project management methodologies and training programs.
Managing quality management methodologies including Six Sigma, TQM, CMMI, ISO 9000, and RUP.
Conducted site reviews for determination of facility requirements, designs, and plans for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
Experienced in sales, marketing, delivery, security, and operations.
Experienced with Clarity, ITG, MS Project, MS Project Server, ProChain, and Open Workbench.
Experienced with custom software development and COTS implementation and modification.
Personally programmed and reviewed software created in C, C++, C#, FORTRAN, BASIC, dBase IV, Windows SDK, Visual Basic, OpenGL, MATLAB, Mathematica, COBOL, and RPG.
Extensive experience with MS products including Office Suite 2000 to 2013, Performance Point 2007, Project 1984 to 2010, SharePoint 2007, and others.
CERTIFICATION
Project Management Professional (PMP), Certificate number 26681 from the Project Management Institute. Awarded 2000 with expiration date of 27 Jul 2019. Certification can be confirmed at https://certification.pmi.org/registry.aspx
MEMBERSHIPS
Project Management Institute (PMI)
American Society for Quality (ASQ)
International Institute of Business Analysis (IIBA)
Institute of Management Consultants (IMC)
American Society of Civil Engineers (ASCE)
EXPERIENCE
System Edge (Consulting), Schenectady, NY May 2015 – December 2015
IT Project Manager
Engagement at New York State Department of Health in the Office for People With Developmental Disabilities (NYS OPWDD), reporting to the IT PMO Director. Responsible for advising, mentoring, and assisting Project and Sr. Project Managers to achieve their goals and responsibilities.
Unemployed November 2013 – May 2015
During this time, I attended project management webinars and PMI Chapter meetings, maintained my PMP Certification from PMI, shared experiences and best practices with project management experts and peers, and remained active in pursuing knowledge and maintaining skills through the training and education resources of PMI. A transcript of my PMI training is available upon request.
TCS (Consulting), San Antonio, TX & Hartford, CT April 2013 – November 2013
Project Manager
1.Engagement at USAA in San Antonio, TX as Project Manager, reporting to a Division Director of the business unit. Responsible for creating a Project Management Methodology for the business unit. Based at USAA Headquarters in San Antonio, TX. Deliverables included standards and templates for Project Charter, Project Justification, and Project planning and scheduling.
2.Engagement at The Hartford Insurance Company, Hartford, CT reporting to a Senior Division Director responsible for Shared IT Services within The Hartford. Acting as Project/Program Manager managing pre-planning for a portfolio of IT and Business projects.
Kelly Services (Consulting), Indianapolis, IN Sept 2012 – Nov 2012
Contract Project Manager
Engagement at Eli Lilly & Co. as Project Manager, reporting to a Program Manager of the Oncology business unit. Responsible for monitoring progress on clinical trials in the U.S. and France. Based at Lilly Corporate Center in Indianapolis, IN.
FastSwitch (Consulting), Jackson, MI Nov 2011 – Aug 2012
Contract PMO Senior Project Manager
Engagement at CMS Energy, Michigan’s Power Company, as PMO Senior Project Manager, reporting to the Director of the PMO and the Director of the Business Unit for 1) full life cycle [requirements through implementation] of $50 million hardware and software projects for the $70 million Field Mobility Program, 2) creating psychological change management approach for reducing user resistance, and 3) creating expert-level procedures and documents for a new CMS Energy PMO. This PMO was formed as part of an organizational transformation which included achieving CMMI Level III. Based at the Jackson, Michigan headquarters. Responsible for project planning, business analysis, business management, change control management, risk management, and quality assurance of deliverables produced by the project teams. Earned Value Analysis was one of the methods used for evaluating project progress.
e-Prosoftgroup, LLC (Consulting), Madison, WI May 2011 - Jul 2011
Contract Program Manager
Engagement at CUNA Mutual Group as Program Manager for the scoping, planning, requirements, and analysis phases of the CUNA Mutual Holding Company restructuring with global changes to 60 IT systems. Interacted with Project Managers assigned to each of the 60 systems. Based at the Madison Headquarters with additional responsibility for Project Management of changes at the Waverly, Iowa location. Responsible for program planning, business management, business analysis, change control management, risk management, and quality assurance of deliverables produced by the program and project teams. Consulted on Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the departments affected by the organizational and procedural changes resulting from the reorganization.
Headstrong (Consulting), Chicago, IL Dec 2010 - Jan 2011
Senior Project Manager
Engagement at CVS Mail Order Pharmacies for the initiation (Scope, Business Requirements) phase of a project to integrate portions of the Mail Order Systems. Interacted with Divisional Managers and Directors, Senior Administrators, Program Managers, Business Analysts, Systems Designers, Software Developers, System Analysts, and Operational Managers to determine business drivers, systems affected, existing process flows, interfaces that needed to be modified, and changes in process flows as well as determination of risks. Results of these discussions were documented in a Scope document and a Business and Non-Functional Requirements document.
Modis (Consulting), Columbus, Ohio Sep 2010 - Oct 2010
Contract Project Manager
Engagement at Nationwide Insurance as Project Manager for completion of the implementation phase of a project to make changes to document generating systems based on changes in Corporate Branding. Project involved working with Divisional Managers, Business Analysts, System Analysts, System Administrators, Operational Managers, and Software Programmers to identify artifacts that needed to be changed, systems affected, skills needed for changes, and methods to be employed to make changes. A change log was maintained and tracked to ensure that responsibility was assigned for making the changes, testing against requirements, addressing issues as they were identified, and releasing the changed artifact to production. Responsible for assuring that Nationwide’s Release Methodology was being followed to ensure quality of the final results.
BCForward (Consulting), Indianapolis, IN Jan 2008 - Feb 2010
Project Manager III
Engagement at Eli Lilly & Company as Project & Program Manager for the Global Business Integration Program (GBIP), Intercontinental Region (ICR), and Lilly Market Research (LMR). Managed teams based in the U.S., Canada, Japan, Western Europe, The Philippines, Ukraine, and South America. .Duties include tracking progress against plan and presentations to executives of project status. Conducted business analysis, project planning sessions, risk, security, and issue workshops and sessions, project status meetings, and lessons learned sessions. Project tracking included Earned Value. Ticket creation and tracking were used for coordination with Lilly IT. Managed projects using Lilly’s System Engineering Framework (LSEF) – a framework based on best practices from Rational Unified Process (RUP), ISO 9000 and CMMI. A change log was maintained and tracked to ensure that responsibility was assigned for making the changes, testing against requirements, addressing issues as they were identified, and releasing the changed artifact to production. Projects included 1) Managing SAP Integration with a recently acquired subsidiary, 2) Planning for implementation of an ITIL V3 worldwide service desk, 3) Design and implementation of an enterprise forecasting model using Microsoft’s PerformancePoint COTS application for data analytics, 4) Creation of a data warehouse for product sales history and forecasts, 5) Creation of working sites under SharePoint, 6) Creating a central, secure, searchable document repository, 7) Enabling an enterprise search engine sited at Northern Light for the repository, 8) Document migration to Microsoft’s SharePoint environment, 9) Migration of documents from Documentum and other sources to the repository, 10) Enabling secure EDI communications between Northern Light and Lilly, 11) Worked with client departments and Lilly IT to ensure confidentiality of documents and data for enabling secure EDI for transactions with document researchers and vendors.
Delegata (Consulting), Sacramento, CA Aug 2007 - Oct 2007
Contract Senior Consultant
Engagement at California Department of Corrections and Rehabilitation (CDCR). Acting as Subject Matter Expert for Organizational Change. Project involved interviewing top-level executives, determining decision-making processes, and proposing changes that will improve communication and efficiency.
Blue Hammock (Consulting), Pittsburgh, PA Jan 2007 - May 2007
Director of Delivery
Responsible for mentoring project managers and developing a project management methodology. The methodology includes processes as well as papers and presentations. Processes included best practices such as Earned Value Analysis, Rational Unified Process (RUP), and CMMI.
Novell (Consulting), Provo, UT Jul 2005 – Nov 2006
Program Manager, Consulting
Responsible for managing complex identity and security projects involving business analysis, single sign-on, authentication, secure login, and GroupWise migration from Exchange using Novell’s COTS applications and client standards for EDI transactions with client identity systems. Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations. Healthcare clients included MD Anderson Cancer Center, Houston, TX; Catholic Health Partners, Ohio; and Mercy Health Partners, Ohio. Other clients included Compass Bank, Dallas, TX; Health Alliance, OH; and State of Connecticut Department of Information Technology, Hartford. Best practices used included principles such as Earned value analysis, Rational Unified Process (RUP), ISO 9000 and CMMI.
CEI (Consulting), Pittsburgh, PA Jan 2005 – Jul 2005
Contract PMO Project Manager
Engagement at Mylan Pharmaceuticals responsible for 1) acting as PMO Project Manager for the SAP Integration Program to integrate Mylan’s Supply Chain and 2) project plan development, development and execution of PMO standards, mentoring PMs, development of curriculum and instructor for PM training courses, and conducting training and providing support for PMs on Mercury Interactive’s IT Governance (ITG) portfolio management product. Curriculum included quality best practices such as Earned Value, Rational Unified Process (RUP), ISO 9000, and CMMI.
Oak Street Mortgage, Indianapolis, IN Sep 2004 - Nov 2004
Contract Senior Project Manager
Responsible for initiation, planning, execution, control, and closure of strategic IT and business projects designed to enhance the company’s profitability and competitive position in the marketplace. Conducted project planning sessions, risk and issue workshops and sessions, project status meetings, and lessons learned sessions,
System Design Group (Consulting), Indianapolis, IN Sep 2003 - Sep 2004
Contract Senior Project Manager
Engagement at Roche Diagnostics Corporation responsible for managing several simultaneous quality control, FDA Part 11, validation, and manufacturing custom software projects. Engagement included acting as Project Management and process improvement consultant to the CEO of the software development company (prime contractor) using SEI Capability Maturity Model (CMM) and PMI PMBOK. Projects included custom software development. Conducted project planning sessions, business analysis, risk and issue workshops and sessions, project status meetings, and lessons learned sessions, Instrumental in introducing and teaching best practices such as Earned value analysis, Rational Unified Process (RUP), ISO 9000 and CMMI.
Taratec Development Corporation (Consulting), Bridgewater, NJ Mar 2002 – Sep 2003
Director, Program Management Office
Responsible to the President for project and program management methodologies, processes, and tools. Also responsible for defining, implementing, and managing Program Management Offices for clients. Responsible to the Regional Vice President for business development in Indianapolis, Indiana and oversight and delivery management of projects in the Midwest and West regions. Responsible for improving Project Management process through best principles of quality management including Earned Value Analysis, Rational Unified Process (RUP), ISO 9000 and CMMI.
Engagements included creating IT Strategy for enhanced adherence to FDA regulations, acting as delivery manager, creating Quality Assurance Plans, and advising on the creation of enterprise Compliance Management Offices at Big Pharma Companies. These offices were responsible for ensuring conformance with 21 CFR Part 11 for electronic records and electronic signatures as well as compliance with HIPAA requirements for managing personal information during market research and clinical trials.
Developed Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the client organizations affected by the organizational and procedural changes resulting from the engagements.
Conducted remote and on-site project and program planning sessions; business analysis, risk and issue workshops and sessions; project status meetings, and lessons learned sessions.
Conducted remote and on-site troubleshooting sessions with staff and clients.
Directly managed engagements at Johnson & Johnson Pharmaceuticals, Mead Johnson Nutritionals, Pfizer Pharmaceuticals, Pioneer Hi-Bred, and others.
Cambridge Technology Partners (Consulting), Chicago, IL Aug 1998 – Dec 2001
Director, Project & Program Management
Engagements included custom software development and COTS implementation and modification as well as business analysis, database design and implementation, design and implementation of data analytics, design and implementation of EDI transactions, data warehouse design and implementation, and physical and data security design, processes and procedures.
Supported sales and marketing staffs by creating solution definitions, preparing proposals, maintaining and nurturing client relationships, and assisting in the development of account strategies and account plans.
Developed Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the client organizations affected by the organizational and procedural changes resulting from the engagements.
Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
Engagements personally supported include A.G. Edwards, AAL, American Express, DraftWorldWide, First Data Resources, GMAC, Hewlett Packard, JM Family, Lucent Technologies, Michigan National Bank, NYK Line, Publix, Ryder, and others
Directly managed multi-million dollar systems integration programs involving related projects at AAL, AG Edwards, Ryder Trucking, UBS, and others.
Created PMO’s and PM Methodologies for NYK Line, Publix Supermarkets, and Cambridge Technology Partners.
Successfully recovered multi-million dollar custom software projects that had fallen behind schedule. Recovery resulted in completion of the projects and prevention of litigation.
Performed client engagements for assessment of organization, projects, and processes at ABN AMRO, Lucent Technologies, RR Donnelley, and others.
SmartHealth/Royal Bank of Canada (Consulting), Winnipeg, MB Jan 1996 – Aug 1998
Senior Project Manager & Technology Team Leader
Senior Project Manager and Technology Team Leader for the business analysis, feasibility, requirements, specification, design, build planning, and implementation planning phases of the $40 million Diagnostic Services Information Network (DSIN) portion of the $100 million Manitoba Provincial Health Information Network designed to improve healthcare by connecting 1,300 physicians, 70 public and private laboratories and imaging facilities, 78 hospitals and numerous other health care providers to a central clinical database. Engagement included custom software development and COTS implementation and modification, physical and security design of databases and data warehouses for storage of patient data, design of EDI high availability transactions, and design of data analytics to support patient health initiatives as well as government performance and funding efforts. Used best practices such as Earned value analysis, Rational Unified Process (RUP), ISO 9000 and CMMI. Emphasis on Change Management best practices to mitigate uncertainties and anxieties within the public and private sectors affected by the organizational and procedural changes of the project.
Designated as Executive Project Director for the proposal to the Province of Saskatchewan for design and implementation of the $120 million Saskatchewan Health Information Network.
Responsible for compliance with Federal and Provincial rules and regulations regarding confidentiality of personal healthcare information and maintenance of electronic records. The Canadian and Provincial rules are similar to United States laws and regulations such as HIPAA and 21 CFR Part 11.
Ranul (Consulting), Indian Springs, MD Jan 1995 - Dec 1995
Contract Senior Software Engineer
One year contract as Software Engineer and Scientific Programmer to Endocardial Solutions Inc. (ECSI), a start-up electro-physiology (medical appliance) company. The first clinical trial of ECSI’s product resulted in stopping cardiac arrhythmia in a heart patient.
Developed math and graphical algorithms for mapping of the heart.
Performed scientific programming, quality control, and documentation.
Used best practices in Quality Software Engineering such as ISO 9000.
Created an innovative application that tested algorithms.
Created a software platform for performance and accuracy measurements.
Willdan Associates, Engineers and Planners, Anaheim, CA Jan 1990 – Jan 1995
Director, Computer and Information Systems (CIO)
Willdan is an engineering, planning, and financial management firm serving cities, towns, counties, special districts, as well as state and federal agencies. Willdan has offices throughout California, Arizona, and Nevada that serve more than 400 public sector clients.
Responsible to the President for creating and implementing company-wide IT strategy and policy and determining ways that computer technology could be used to create advantages for the company. The thrust was threefold: 1) to save money by maximizing the use of computer technology in the firm, 2) to produce high-quality economical designs in a manner that showed clients that Willdan used the best tools for the job and 3) to advertise, through the sales force, that Willdan was better equipped and more advanced in the use of technology than our competitors.
Created an information technology vision, planned to achieve that vision, and implemented all computer and information activities for corporate and ten branch offices in California, Arizona, and Nevada. The result was a transformation of IT from a decentralized office-oriented organization to a coordinated, well designed and accepted corporate entity that saved money, improved quality, and supported management, financials, human resources, sales, operations and delivery and was recognized as a vast improvement by office and corporate management.
Responsible for security of databases and communications throughout the company.
Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
Created and managed plans for facility and infrastructure changes and improvements.
Developed physical and logical security for data, facilities, and internal and external communications.
Initiated and directed a corporate-wide digitalization initiative. As part of the initiative, created a Project Computerization Team, which acted as proactive internal consultants to the project engineers on the best methods for doing their work. Publicizing the effort to clients resulted in additional contracts.
Created career paths that defined roles, responsibilities, years of experience, relationship to the paths of other disciplines, and training that resulted in improved morale and increased success with more profitable projects.
SPEECHES, LECTURES & SELECTED PAPERS
Speaker, “Are You Being Setup For Failure Before The Project Starts”, North Carolina PMI Annual Event, 2009; and Central Indiana PMI Monthly Meeting, 2010
Presentation, “Project Management Fundamentals and Tools”, Blue Hammock, 2007
Paper, “Causes and Prevention of Project Failure”, Blue Hammock, 2007
Paper, “Selling and Managing Fixed Time – Fixed Price Projects”, Blue Hammock, 2007
Paper, “Change Management”, Blue Hammock, 2007
Paper, “Conducting Sunset Reviews”, Blue Hammock, 2007
Paper, “Project Performance Improvement”, Blue Hammock, 2007
Instructor, “Project Management”, Mylan Pharmaceuticals, 2005
Instructor, “Preparation for the PMP Examination”, System Design Group, 2004
Paper, “Program Management Offices – Enabling Solutions in eBusiness”, (co-author), Cambridge Technology Partners, 2001
Paper, "Risk Management", Cambridge Technology Partners, 2000
TRAINING
Note: This list does not include professional project management training from the Project Management Institute (PMI). A list of PMI Training is attached on Page 4 of this document.
Title
Organization
Date
Deliverable Approval Process
Eli Lilly and Company
2009
Quality Expectations for IT Providers
Eli Lilly and Company
2009
Project Execution Process
Eli Lilly and Company
2009
Configuration Change Management
Eli Lilly and Company
2009
Formal Testing Processes
Eli Lilly and Company
2009
Use of Temporary Electronic Media
Eli Lilly and Company
2009
Physical and Logical Security
Eli Lilly and Company
2009
Requirements and Design
Eli Lilly and Company
2009
Computer System Validation
Eli Lilly and Company
2009
ITIL v3
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