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Project Manager Management

Location:
New York, NY, 10002
Posted:
April 14, 2016

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Resume:

JOSE MORTELLARO

acucz1@r.postjobfree.com 973-***-****

SUMMARY

10+ years of Project Management experience creating and implementing results-oriented strategies with impactful results.

10+ years as a mainframe programmer/analyst and Project Manager working with COBOL IMS databases. I was involved in the development many systems for the financial, insurance and telecom industries.

Experience in industries such as communications, banking, brokerage, pharmaceutical, computer services industries and auto manufacturing.

Extensive project management experience in infrastructure related projects at AIG, Touro College and Nissan North America

Achieved results by taking a project from the conceptual stage through requirements gathering, planning budget and resource allocations, establishing communication plan, creating project plans and tracking project budgets, schedules, issues, actuals, documentations and presentation of timely status to key stakeholders

Strengths in conversion and migration projects, and deployment of large end-to-end system integration projects.

Managed project managers as a program manager in a migration effort at IBM/AT&T.

Managed Release Management efforts as part of Enterprise Architecture organization

Possesses strong leadership with ability to communicate well with people at all levels of organization

Extensive experience working in matrixed organizations with global resources, both on and off-shore

Experience working with Waterfall and Agile methodologies.

Extensive Application Development Project management working on $2.3 MM projects for SharePoint upgrade to $4MM project spanning 18 months

TECHNICAL SKILLS

Microsoft Office Suite (Excel, PowerPoint, Word), Microsoft Project, Visio, CA Clarity, Managed projects using WebSphere, Java and Oracle. Documentum, Budget Planning, Risk Management, Risk Mitigation, Quality Assurance, Capability Maturity Model (CMM).

PROFESSIONAL EXPERIENCE

AIG September 2015 – February 2016

Global Program & Project Management Group - Program Management Team (PMT) Americas IT

Managed the migration of over 2000 users in South America from Window XP Citrix work stations to Windows 7 XenDesktop environments. The countries impacted were Mexico, Chile, Uruguay, Colombia, Argentina, Venezuela, Ecuador and Puerto Rico.

The migration included the testing and remediation of applications from Windows XD to Windows 7.

Trained users via WebEx for changes affecting their logins to client systems. As part of the training established a help desk mailbox for each country to gather issues, address and remediate issues.

Created project plans using Excel, ran meetings via WebEx and conference calls, sent out status reports and daily reports related to UAT for the conversions.

Tracked progress of the application migration, remediation and testing from XP/Citrix to Windows 7/Citrix

Wyndham Exchanges and Rentals June 2014 – September 2015

PMO – Project Manager

Managed software development and infrastructure projects for the Wyndham Exchange and Rentals PMO organization. Software development projects related for their “points programs” client facing websites. Infrastructure projects were for upgrading tools to the latest versions and change services for users to post videos and pictures; this included standing up servers, testing new software from HP and deploying to the users.

Managing every phase of the project from Pre-inception, Inception, Elaboration, Construction and Transition.

Work with the business and technical team to baseline the requirements.

Capture estimates from Delivery, QA, Architecture, Technical Services, hardware/software and vendors costs.

Gather all estimates into a Capital Request to present to business management for approval.

Use the CA Clarity tool in conjunction with Microsoft Project to track progress, Risks, Team hours and Financials.

Hold weekly meetings with stakeholders and technical team.

Produce a weekly status report that gets circulated to business and PMO management.

Participated with the PMO in developing an onboarding process. The process consisted in establishing an onboarding schedule.

Onboarding instructional materials were developed for each of the phases of a project. These materials included a detail description of the activities for each phase, along with a list of deliverables by the different groups involved (i.e. Project Manager, Business Analyst, Designer, Architect, Technical Services, Development, QA testers and UAT testers).

A detail step-by-step method of managing the financials using Clarity and MS Project.

SharePoint was used as the project repositories as well as for storing all work products, tutorials, training tools, etc.

AIG September 2013 – June 2014

Global Program & Project Management Group - AIG Global Services Operations & Services

Manage and drive to completion issues found throughout the global enterprise as part of the SWAT Initiative. The SWAT initiative address issues across the U.S. locations addressing infrastructure, speed of services, networking, email and communications. Tracked issues and progress of fixes and / or remediation.

Responsibilities include capturing new issues as they are identified, holding several weekly meetings with different technical towers to guide to resolution of issues assigned to the tower.

Holds weekly meeting with all towers to capture issues and report latest status and produces weekly reports to management.

Reports to different sites the status of their issues

Reports to upper management on a monthly basis progress on the entire initiative.

Touro College February 2013 – September 2013

Infrastructure Project Manager

For Vice President of Technology

Developed a plan to deploy a new Active Directory for the approximately 1800 lab computers and 20 servers spread across the college’s 30 locations. Migrated each of the 20 servers currently on the legacy domain over to the newly deployed AD domain.

Worked on AD Security Initiatives

Developed an IT Disaster Recovery Plan for Touro college

Developed Wireless RFP to plan a wireless upgrade for Touro College that would include all campuses in NYC, California, Nevada and Florida.

Bristol-Myers Squibb March 2012 – January 2013

Application Retirement Project Manager

For the BMS PMO Group, participated in the retirement project of AS400 applications in South America.

Hosted and ran application fact finding meetings with the Business Owners, Business Relationship Manager and IT staff in South America (Argentina, Mexico, and Colombia).

Responsible for budget and resource allocations, change management, establishing communication plan, documentation using SharePoint and Documentum and issue management

Managed all project phases. Developed project plans to include migration and execution

Reported Status on to upper management

Managed Issues and Risks

Setup and led all project related meetings

Tracked timelines, finances, resource and resource allocations.

Worked with finance to obtain financing

Worked with vendors to obtain quote and timelines

Nissan North America January 2008 – March 2012

Enterprise Architecture Project Manager

In the Enterprise Architecture area, managed the following initiatives:

Migrated applications from two data centers in two states to a third in a different state.

Responsible for the tracking assessments, project plans, migration plans and following progress of the effort.

Managed multiple Security and Compliance initiatives

Facilitated meetings with all stakeholders, applications SMEs, analysts, developers and technical staff to complete the assessment and discovery efforts.

Replaced Middleware platform from VITRIA to IBM’s WebSphere

Managed End User Computing upgrade to latest technology.

Worked on the Release Management deployment and management as part of the Enterprise Architecture and PMO.

Converted from a regional to global EUC platform.

Windows XP to Windows 7 Migration

oAnalysis was done to determine if existing XP hardware was powerful enough to run Windows 7.

oDetermination was made that target machine should have at least Intel processing power at least 4 GB of RAM.

oObtained vendor estimates for needed hardware and vendors, created SOW and obtained funding approvals.

oManaged the testing strategy to determine application compatibility and remediation strategy.

oTracked compatible hardware acquisition, vendor progress and overall migration.

oUsed Microsoft Project to track, excel for analysis and PowerPoint for management status reporting.

SharePoint 2007 to 2010 Upgrade with Increase in Hardware Capacity

oPlanned for Server addition and upgrades, MS SharePoint Registration of SharePoint software, upgrade activities, data migration, and expansion / new site development

oDeveloped Excel and PowerPoint KPI reports from various data sources.

oTracked project progress with infrastructure vendors, developers, migration teams.

In the Enterprise Project Management Office, managed the implementation of CA Clarity as the enterprises’ Project Management tool set.

Project Manager Responsibilities included:

Ascertained Infrastructure requirements

Worked with Clarity to track project budgets, schedules, issues, actuals and documentation.

Worked with analyst in resolving issues that were brought up by the user community.

Planned budget and resource allocations

As Release Manager during the major releases, responsibilities included coordinating System engineering, QA group activities and test results, infrastructure activities, development teams and support group and PMO.

Established communication plan

Responsible for issue management. Managed issues and risks.

Managed all project phases, developed project plans to include migration and execution

Reported status on to upper management

Setup and led all project related meetings

Tracked timelines, finances, resource and resource allocations.

Worked with finance to obtain financing

Worked with vendors to obtain quote and timelines

IBM/AT&T October 2005 - January 2008

Project Manager- Program Manager

Used One Process extensively and began using Express One as the PM methodologies. Successfully completed an 18 month project that was an enterprise wide multi-million dollar merger related project involving over 350 applications (systems) and servers. A great deal of discovery work was done over the entire enterprise to determine every place where the HR ID number was being referenced, modified and interrogated. These applications and servers were targeted for remediation.

For the 350 systems kept track of schedules, issues, deliverables, estimates, funding issues.

Was involved in determining the testing strategy for the many interfaces.

As a Project Manager at AT&T for IBM, managed IT projects performing the following tasks:

As an End to End Project Manager, I worked with teams that were involved in the three major releases a year.

During the Release planning stages, met and planned with all pertinent teams to ensure that they would be ready for release time.

Performed Release Management functions for all teams that had an involvement in the release.

Involvement for major releases included working with Documentation, Development and Testing teams.

Worked with the Release Test Manager and the hardware team to make certain that the Production Environment was ready.

For release week-end, ran the “War Room” where all activities were tracked and managed.

Within the phases of the project methodology, (Concept, Feasibility, Definition, Development, Service Test and Introduction), the project features were broken up into prioritized groups (Back Logs) and were developed in a prioritized sequence (Sprints). These groups were developed and tested and their progress tracked on a weekly basis. Adjustments to the schedule were made according to the progress made. We used excel to track the completed work and estimated the completion date. Adjustments were made to stay on target.

Served as an analyst developing requirements which were then used to develop the code.

Provided the client with an estimate of the time and cost for the development of the project.

Reviewed and approved estimates.

Worked with the Resource Management Team to staff project team.

Developed the Work Breakdown Structure.

Developed SQA plan, Project Plan, Schedule and Software Configuration Plan.

Created Change Management plan and tracked to it during the project’s duration.

Identified and evaluated Dependencies and Risks.

Made certain that all quality gates were met before proceeding to next phase.

Tracked and controlled schedule, actuals vs. estimates and issues using MS Project.

Held status meetings throughout the life of the project and provided client with weekly status.

The Integrated Financial Platform (IFP) is the tool where project milestones, project phases, risks, issues, deliverables and project estimates are tracked.

As a Program Manager managed the merger migration portfolio program that handled with back office merger initiatives.

Monitored merger requirements to make the merged application work seamlessly.

Managed project managers and provide oversight to management for the program

Held oversight of scope and workload to equalize project efforts.

Ensure that process was adhered to by all projects within the merger back office program.

Technologies: Oracle, WebSphere, MVS, XML, C++, DB2

JP Morgan Chase October 2004 - October 2005

Project Manager (PMO)

As a Project Manager in the Financial Reference Data PMO organization, was involved in the Business Unit Expansion project. This effort involved discovery of over 226 applications across several Line of Business organizations, several core financial systems and infrastructure. Responsibilities included the collection and coordination of cost and time estimates from all applications and in the application interdependency coordination between applications with several different install dates. Used ThoughtWeb as the Financial PMO tool to track all milestones, phases, risks, issues and deliverables of the project. Used Waterfall methodology.

As a PM in the PMO organization, worked on revamping the Project Management Process at JP Morgan. Reduced the number of Quality Gates from 9 to 6 as well as streamlined the number of deliverables within each phase.

Technologies: Oracle, MVS, C++, DB2

Education

Premed Biology Major

Fordham University, Bronx, New York



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