Project Manager Management

Michael Antal

**** ******** **. ***** *******

Texas 75052

PH 972-***-****

Email: acucz3@r.postjobfree.com

Career Objective

To obtain a position that will utilize my 17 years of IT experience allowing me to further my portfolio as well as help secure the ongoing success of your company.

Education Background

Associates Degree in Computer Systems Technology from the Northern Alberta Institute of Technology. (Canada)

Completed numerous training programs/certificates including Project Management (Stanley E. Portny and Associates, LLC – 2004 – author of Project Management for Dummies), How to build effective teams, How to Communicate effectively, Business Analysis best practices, Business Writing, Six Sigma Green Belt (2010), ITIL v3 Foundation (2011), as well as Organizational Behavior and Quality Management courses.

Profile

•Strong analytical skills for problem solving, strives for continuous improvements.

•Goal-oriented, enthusiastic, reliable, a go-getter who is not afraid of challenge.

•Great communication and interpersonal skills.

•Superior oral and written communication skills.

•Ability to work alone or as part of a team.

•Proven ability to plan, organize and meet deadlines.

•Believes customer satisfaction is a number one priority.

•Very open minded, a good listener, always willing to learn and believes that the only thing that is constant is change.

Work Experience

Lehigh Hanson (53,000 employees in 52 countries, 18,000 employees in North America)

300 East John Carpenter Freeway

9th fl

Irving TX 75062

Started Oct. 2004 – Oct. 2014 Irving Texas

Business Analyst – 2012 to 2014 - The Business Analyst holds the responsibility to facilitate the creation of a project – from idea to execution handoff – engaging appropriate technical and functional resources as necessary. The Business Analyst partners with the business and IT personnel to identify opportunities, document requirements, analyze return, and audit quality through the life of the project. Here are a few examples of projects I have completed as a BA:

Kronos Automation – When the Lehigh and Hanson companies were brought together in 2007, there were a total of nine timekeeping systems for hourly employees. Most of the applications were either custom developed by companies that no longer existed or were unsupported (old) versions of software applications still marketed today. Lehigh Hanson was at significant risk from any of these applications experiencing critical failures that would prevent hourly employees from being paid properly.

A Kronos roadmap was developed in 2009 that had two major objectives:

1)Eliminate the risk of not being able to pay employees by implementing Kronos in a “like for like” fashion at all NAM locations.

2)Implement Kronos automation (after completion of the risk mitigation phase) in order to drive accuracy, efficiency, and compliance.

The roadmap prioritized the risk mitigation phase but also recognized that the automaton phase had to be undertaken after completion of the risk mitigation phase in order to ensure compliance and to improve efficiency and accuracy.

Kronos Roadmap - Risk Mitigation Phase

In order to accomplish the risk mitigation objective, 16 projects were executed between 2009 and 2012 to convert the nine legacy applications to the latest version of Kronos. The scope of these projects was to replace the legacy applications with Kronos in a “like for like” fashion, meaning that if the application utilized time clocks for capturing employee work time then Kronos clocks would be implemented when the system(s) was replaced. Likewise, if manual time entry was utilized in the legacy system(s), then manual entry would be utilized in Kronos. As of October 2012, the last risk mitigation project was completed and Kronos is the sole time capture system for NAM. All nine legacy time capture systems have been retired. The table below summarizes the manner in which the NAM locations are using Kronos as of the completion of the risk mitigation phase.

Time Entry Method

Number of employees

Percentage of employees

Manually entered (keyboard)

6,260

65%

Automatically entered (clock)

3,390

35%

Kronos Roadmap – Automation Phase (This is where I come in as a BA)

In order to accomplish the automation objective, this presents a 24 month project that will automate the time capture of all NAM hourly employees whose time is currently manually entered into Kronos. As seen in the table above, this applies to approximately 65% of the hourly employees in NAM. This project utilizes seven phases to automate time capture for approximately 400 locations and 6,000 employees. The aggressive timeline of the project relies heavily on the adoption of standard pay practices for non-union locations across NAM. These standards were developed over 10 months in 2012 in conjunction with Region HR management and are key to simplifying time and attendance policies for Lehigh Hanson and to the success of the automation project.

The project leverages clocks bought in 2010 and 2011 in preparation for future automation. Most of these clocks (approximately 360) are in secure storage in preparation for deployment via this automation project.

Project highlights:

1)24 month duration

2)7 Go-Lives/Phases

3)400 new clocks installed (clocks were bought on previous AFE’s at the end of 2010 and 2011)

4)105+ union agreements

5)400+ locations

6)6,000 employees

7)Extensive change management to ensure adoption of standard pay practices

8)Rollout sequence developed from prioritization by Region management

Today, 65% of locations perform manual time entry. This results in inconsistent time rounding, leave inflation, inaccuracies in overtime calculations, incomplete record of meals and breaks, and manual input errors.

One consolidated time keeping system in Kronos WFC 6.3

520 plus sites using Kronos WFC

160 time clocks in use

174 Collective Bargaining Agreements in NAM with less than 50 configured into Kronos

Approximately 65% of the sites manually entering employees time

When this project is completed, Kronos Automation will be used for all NAM hourly employees. This will result in:

1)Department of labor compliance

2)Standard time capture and pay practices, where possible

3)Efficient resource management

4)Reduced payroll errors

5)Lower labor and time entry costs

LAN Upgrades NAM – Upgrade 280 switches in North America.

Tax Certificate Management Project – Create a central repository for capturing Tax Certificates.

Consignment for Building Products – Turn on Consignment in Oracle for the business.

CIS Replacement – replace document management system with standard document system of Onbase.

Fortis Replacement / Upgrade - replace or upgrade document management system with our standard document system of Onbase. Fortis interfaces with 10 other applications including Solomon ERP.

JWS Quote – Turn on functionality in JWS for producing reporting on win / loss, backlog.

eDocs Replacement Edmonton & Allentown - replace document management system with standard document system of Onbase.

SAP Plant Maintenance – Improve the user front end interface of Plant Maintenance within SAP.

Automate Loading Data into SAP – Automate loading data from 3rd party joint ventures intp SAP. Lehigh has contracts with joint ventures to sell cement. The joint venture sends Lehigh Bills of Ladings which Lehigh manually enters into SAP. Lehigh wants to automate this process.

Project Manager – April 1, 2008 to 2012 - The role of the project manager is to be the single point of communication for the project. The project manager aligns business vision with IT execution, leveraging planning, analyzing, and designing to implement predefined results. The project manager is responsible for chartering the project, facilitating the development of business and IT requirements, capital and project planning, ensuring the successful execution of project deliverables. Here are a few examples of projects that I have completed:

Service Desk Consolidations – Helped merge the 4 North American Service Desks into one central location in Irving TX.

Data Center Consolidations Program – I PM’d the consolidation of 5 data centers - consolidated 105 of 106 servers in Vancouver, 51 of 52 servers in Edmonton, 16 of 17 servers in Grand Prairie, 16 of 16 servers in Delta, and 23 of 25 servers in Las Colinas data centers into Irving. The program reduced 23 data centers, reduced 19 citrix farms to 1, retired, archived, or virtulized applications within each data center, introduced CPS for data backups, reduced licensing & contracts, and saved 4 million anually.

eLearning – Helped implement the eLearning web tool in North America.

HMA Upgrades – Upgraded 15 Hot Mix sites. WEM & JWS – hardware & software.

Remote Server Standardization – Removed approximately 100 servers in field locations migrating to the Irving datacenter. Retired, archived, or virtulized applications within each data center, used CPS for data backups.

Client Refresh 2011 Project – Upgraded 1450 computers in NAM running on old hardware/software.

NAM Nortel / Cisco VPN Upgrades – Upgraded 3114 Nortel clients to Cisco VPN Clients. Created automated scripts to remove and add new software.

Microsoft Exchange migrations in 2006 (as a Service Desk Manager) from Exchange 5.5 to Office2003 and then again in 2008 (as a Project Manager) to Office2007.

Mobile Expense Management Program – Consolidated 8,000 mobile devices with multiple vendors to one managed vendor. This included Inventory, Invoicing, Optimization, Reporting, and Support of all mobile devices in North America. First years savings of over $600,000 dollars.

Windows 7 Pilot – Initial Windows 7 discovery project. This project focused on finding all supported IT applications and testing to see which applications are compliant with Windows 7. If the application was not Windows 7 compliant, we went forward to find possible solutions such as app version upgrades, presenting the app to Citrix, db upgrades, and even archiving / retiring the application.

Data Center Build – Built Data Center (11 million budget) at Cyrus One facility in Lewisville. Duplicated current Data Center in Irving with newer hardware adding capacity for future growth. This included new servers, security, networking, and backup. By upgrading the hardware and moving the data center to Cyrus One facility it changed our data center from a tier 1 to a tier 3-4 datacenter. We then moved the existing Irving Data Center hardware to a different Cyrus One facility in Ashburn now used for DR.

Lehigh Cement

7777 Ross Rd.

Delta, BC, Canada

V4G 1B8

Field Services Manager – Sept. 18, 2007 to March 31, 2008 – Managed technical team which owned and supported 50 sites LAN, Servers, Switches, and backups. Was in charge of coordinating with IT the planning of resources for field deployments and onsite support 24x7. Responsible for managing eight field services analysts which duties included 2nd level support for all IT hardware/application issues and requests, external contracts, and the site liaison program. Responsible for hardware inventory and spares tracking, disposal of obsolete or unused hardware, and ensuring Service Level Agreements are achieved.

Service Desk Manager - July 25, 2005 to Sept. 17, 2007 – My team of 9 employees supported all IT aspects of Lehigh North America West. My main duty was to create, maintain, and implement service desk procedures, as well as maintaining/improving service level agreements, including call handling, tracking, escalation, resolution, and closure; ensuring compliance with procedures for logging all incidents and requests in the call logging system (Heat) are met. While following the ITIL standards for change, incident, request, and problem management. Some of my duties other than the daily support include process improvement initiatives as well as making sure my team was monitoring and reporting on system backups and escalating problems as required in a timely fashion. I was responsible for all aspects of Operational support for the company from hiring, training, mentoring, to creating SOP’s, reporting, and resolving all incidents.

Service Desk Analyst – Oct. 18, 2004 to July 24, 2005 - The Customer Service Representative is the first point of contact for handling internal customer questions and issues for the Lehigh Pacific Region of Lehigh Cement. Responsibilities include, providing front-line telephone and email technical support for the various systems within the region. (BC, Washington, Oregon, California, Arizona and Nevada). Managed the issues queue using the help desk tracking system (Heat)and effectively communicate issue status, escalation and resolution to fellow employees and internal customers. Develop and maintain an in-depth understanding of end user applications and hardware platforms including proprietary and shrink-wrap systems, desktop/laptop, server, and network.

Atco Itek

10035-105st

Edmonton, Alberta, Canada

T5J 2V6

Started Dec. 2000 – Aug 2004

Technical Analyst – I was a part of the Customer Support Unit providing front line support for all Atco companies (8000 employees). I supported all aspects of Infrastructure, software, and hardware.

The Edmonton Journal

10006-101 St.

Edmonton, Alberta, Canada

T5J 0S1, Ph 780-***-****

Started March 1999 – April 2000 (Contract Position)

Technical Analyst – Contract position responsible for Y2K compliance of 250 PC’s, hardware and software. This included managing timelines, resources, and planning. Responsible for supporting 500 users in a PC/Mac environment.

PharmaTEC Global Clinical Services Inc.

Suite 1200, 8215-112st

Edmonton, Alberta, Canada

T6G 2C8, Ph 403-***-****

Started Aug. 1997 – Feb. 1999

Information Technology Associate – I supported the functions of the IT\IS departments and managed the Help Desk for all departments and users worldwide. I also assisted in the set-up of Networking in our different offices, some setup with Windows NT Server going through proxy, and others peer to peer networks.

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