Project Management

Qualification Summary

Director/VP of Strategy, Portfolio Management, and Program Management Office (PMO). Possess strong process analysis and planning skills. Managed and built up to 20+ IT and business teams at major corporations allocating resources, implementing operational support, and replacing enterprise systems. Implement large scale Business Process Management (BPM) systems, and PMOs (delivery and governance). Maintain services and initiative P&L’s, controlled cost, and focused on client satisfaction and delivery. Manage portfolio and programs, control scope, and developed full lifecycle master and project plans. Handle difficult clients and grow accounts with follow-on work in very dynamic environments. Utilize project/portfolio management skills to track quality, budget, schedule, and determine build versus buy solutions. Familiar with Integration, Operational Efficiency, and Implementation in the Web, Client/Server, and Mainframe (Legacy) environments. Industry experience in Healthcare, Hospitality, Financial Services, and Government. Enjoy learning new technologies and developing creative solutions.

Technical Skills

Software:

MS-Sharepoint, HP’s PPMC, MS-Project Server, CA/Niku Clarity, MS-Office, IVR, ABT-Project Workbench, TeamworkProject, eRoom, Symantec, Websphere, FrontPage, Workflow, COLD, Lotus Notes, Lotus 1-2-3, ESSBASE, SQL Server, MS-Access, Clarify, PR-Tracker, and various software.

Platforms/Databases:

Windows, NT, UNIX, AIX, VM, MVS, Mac, OS/2, DB2.

Languages:

HTML, C, Java, XML, Visual Basic, REXX, COBOL, FORTRAN, Pascal, BASIC, and VM/370 Assembler.

Systems:

Web Servers, PCs, IBM ES/9000, DEC VAX/VMS, and HP 9000.

Qualification Summary

Experience

Independent Consultant, Various Firms 2009 – Present

Program Director/PMO

Coca-Cola HR IT via Aspirent and Baer Group:

Program managing the successful delivery of the challenging HR IT Compensation projects/effort during Coca-Cola’s 2015-2016 Annual Incentives (Bonus) Cycle, a.k.a. LTI and ECM.

Project manage the interface effort to send SAP data to SuccessFactors Workforce Analytics for Finance, Payroll, and Benefits.

During deployment, leading weekend validation efforts and 24-hour swat team efforts to resolve critical production issues.

Overseeing the projects and team leads within the Compensation portfolio.

Macy’s Systems & Technology (MST) via DBS:

Established PMOs for the Marketing and Logistics areas, driving best practices standards and processes.

Analyzed and defined In-Take (Proposal and Idea) Process flow across multiple divisions, providing the tools and templates for operational efficiencies.

Overseeing the projects and program managers within the Customer Ecosystem.

Represented the MST’s PMO when dealing with Macy’s Corporate, Macys.com, and partner vendors.

Audited projects/programs that have gone off-course.

Hilton Worldwide:

Consultant for the Office of the CIO at Hilton Worldwide at McLean, VA and at Memphis, TN corporate offices.

Conducted monthly metrics and project reviews of projects and proposed requests (demands) via health exception reports. Mentored and educated program and project managers.

Developed the 3-year plan for 100+ systems/assets and disposition.

Managed the Enterprise Software Assets for Hilton, and designing the Enterprise Software Purchasing Policy. Oversaw the software contracts coming into Hilton IT.

Led the remediation of the HiltonFranchise.com security issues.

Established a program office with an Enterprise Project/Portfolio Management tool (HP’s PPMC), best practices Methodology, Metrics, Demand Management, and Project Reviews.

Assisted in the build out of the shares services teams (Architecture, Information Security, Software, and Planning).

Owned the vendor relationship with firms such as Microsoft, Gartner, Corporate Executive Board, and Forrester.

Blue Cross Blue Shield:

Led the data conversion from the TOTL healthcare membership system to CES (Client Enrollment System) at Blue Cross Blue Shield of South Carolina.

Drove project completions at a task level toward a fixed date.

Worked with the business to build out a comprehensive Scope/Requirements Document.

Rialto Capital:

Program managing the Credit, Loan, and Asset Management projects at the Rialto Capital engagement in Miami, FL. This program requires multi-team coordination, use of outside vendors, and new business processes.

Developing an Asset and Loan Servicing Business Platform which includes a cloud based integrated system, Business Process Outsourcing, and overseas coordination. Also, assisting in the creation of new Portfolio and Project Management Business Platform.

Setting expectations between vendors, executive sponsors, business leads, and IT leads.

Equifax 2007 - 2009

PMO Director

Established PMOs for IT and New Product Innovation (NPI) divisions, driving best practices standards and processes.

Program Manager for new product ideas/projects from our new partnership with Fair Isaac (FICO).

Program managed the IT Credit Capacity Index and Equifax Score Trends projects to implement a new credit score model. The program required multi-team coordination, use of outside vendors, and new business processes.

Established a Project Management Community with Orientation, PMP prep sessions, Mentors, Education, and Certification.

Analyzed and defined the NPI and Six Sigma Process flow across multiple divisions, providing the tools and templates for operational efficiencies.

Created corporate-wide Program Dashboards, which became the Equifax standard.

Home Depot Store Support Center 2003 - 2006

PMO Lead

Led Program/Project Manager of a Delivery Program Management Office (PMO) of five PMs to drive the execution of the Special Order and Services initiative (SOSI), which would create operational efficiency utilizing Centralized Call Center for installation workflow and support.

SOSI was a multiyear, $200 million initiative to replace the current services system within the Home Depot stores with a new ERP/BPM software and business process systems.

Drove the delivery of each SOSI release toward a fixed date. Each release required 100-200 FTEs, made up of 10 -15 project teams, and cost $10-50 million.

Utilized Siebel CRM to create the complex workflows from request to external vendors to billing.

Established best practices PMO for the Credit, Store, and Infrastructure portfolios at Home Depot.

Enforced the IT, Business, and PM methodologies to ensure on-time, on-budget, and high quality.

Coordinated with various vendors, executive sponsors, business leads, and IT leads.

Increased the Project Management Maturity (PMM) level of the IT organization.

Captain of the Recognition Committee that developed and implemented an IT wide Recognition Program.

ACS (Affiliated Computing Services) 2001 - 2003

Program Management Office (PMO)

Operated a Delivery PMO for a $350 million install of a new Medicaid system for Georgia.

Drove project completions at a task-level towards a fixed date.

Implemented the Niku/Clarity suite of enterprise tools for Time Entry, Program/Project Management, Scheduling, and Executive Reporting, as required by the government proposal.

Selected and implemented a variety of solutions for issues management, documentation management, and change management.

Converted PM training material into web-based multimedia training modules.

Other responsibilities: Defined design documents, reviewed subcontractor activities, pursued CMM certification, and managed foreign contractors.

iXL, Inc. 2000 - 2001

Program Director

Operated the Global Program Office standardizing project management processes, templates, intranet/extranet sites, QA reviews, and professional development. Led a group of top project managers and QA engineers to run these initiatives in the Financial Services and Enterprise sectors.

Oversaw the development of e-Business Travel Web systems, such as Delta Airline’s Skyteam.com.

Defined, staffed, and implemented PMOs, which establish legal agreements, created services P&L’s, and managed a large project staff.

Created Portal sites for the Global Project Management and Alliances departments, which contained valuable intellectual capital, using Intervowen’s TeamSite.

Implemented and improved iXL’s methodology through best practices and standard operating procedures. Continually improved our CMM level via process tuning within our methodology.

Liaison to the Alliances department learned iXL’s strategic partners, such as Tibco, Cisco, BEA, etc.

Other accomplishments included: Established the Client Partner’s Program Management Offices structure, created the Statement of Work guidelines, and assisted with the internal Novient Professional Services Automation selection and deployment.

IBM Global Services 1997 - 2000

Program Manager

Managed 40 project managers, QA engineers, and consultants with a Delivery Program Management Office (PMO). Prevented the collapse of five projects, which were marked as “troubled”. Delivered ten Priority One projects at three Public Safety government agencies worth over $10 million, including a mainframe migration. Met and surpassed several revenue forecasts. Convinced multiple consultants from leaving the company and built a productive team environment.

Maintained services P&L, legal documents, and client satisfaction.

Employed proven methodology and tools. Developed several detailed project plans for re-engineering a Dispatch system, a Legacy system, and informational web system.

Quality assured project risks and reconciled client invoices. Developed excellent working relationships with CIOs and with extremely difficult clients. Controlled project scope through change management. Supervised the implementation of a new computer system.

Completed six of the ten projects ahead of schedule and under budget. Encouraged consultants to suggest new solutions to old problems.

Managed 20 software engineers, QA analysts, and system administrators at a difficult work environment. Performed program management of complex IT projects at a major tobacco company. Delivered three projects while simultaneously writing and updating work orders and work activity documents.

Wrote contracts, which included cost structure and pricing. Developed and piloted a project to use a new code-analyzing tool.

Created and maintained project plans, defined tasks, allocated resources, and reconciled client invoices.

Completed projects on schedule and under the $4 million budget.

Independent Contractor 1992 - 1996

Cap Gemini America, Novellus Systems, Computer Task Group, Computer Task Group

Managed 15 consultants, technical specialists, and QA engineers. Supervised several teams of consultants implementing Workflow and Computer Output to Laser Disk (COLD) products at five clients, replacing paper flows and microfiche with electronic flows and laser disk.

These client contracts totaled $2 million, mostly in the Banking and Utility industries. Performed As-Is and To-Be workflow analysis. Managed the testing of two change management implementations.

Performed pre-sales As-Is and To-Be workflow analysis. Linked Legacy to client-server platforms.

Designed and implemented real-time software that controlled Novellus' Chemical Vapor Deposition (CVD) machines.

Worked on all user interfaces, SECS communication, installation, and hardware robotics control.

Developed and tested software panels for a SAP implementation. Created conversion routines to reconfigure data from multiple Databases to SQL entries.

Managed four Software Quality Assurance Engineers responsible for testing three releases of Workstation Interactive Test Tool (WITT).

Performed Quality Assurance of releases with twelve-week cycle times.

IBM Corporation 1986 - 1992

Software QA Engineer

Wrote and quality assured software. Developed handbooks, guides, and test plans. Increased education and reduced system test cycle time by 50%.

Led the Quality Assurance effort for DASD device support.

Education & Certifications

B.S. Computer Science, Washington State University.

Project Management Professional (PMP) by the Project Management Institute (PMI).

Certified Senior Project Manager by IBM Corporation.

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