Project Management

Eric Cross, PMP

*** ***** ***., #***

Walnut Creek, CA 94595

301-***-**** **********@*****.***

QUALIFICATIONS SUMMARY

Business Consultant with a spectrum of experience in technology, business analysis, business process re-engineering (BPR), project management, risk assessment, benchmarking and financial statement preparation. Deep experience gathering and analyzing requirements to help clients determine how objectives can be met within the constraints of various business and technical environments. Innate ability to work autonomously and to adjust to changes in project scope. Successfully identifies risk and implements solutions for a wide range of projects & clientele.

PROFESSIONAL COMPETENCIES

Project Management

Business Analysis

Business Process Re-Engineering (BPR)

Workflow and Business Process Management

Software Development Life Cycle (SDLC)

Scope Management

SharePoint 2013

MSOffice Suite

Change Management

Risk/Issue Management

SQL

Forecasting and Financial Planning

Internal Auditing

EXPERIENCE

Business Analyst – Wells Fargo Feb. 2016 – May 2016

Consulted and provided influential leadership to project managers and project teams towards successful implementation planning, solution preparation, delivery of enterprise wide customer issue tracking system

Gathered and wrote the requirements from Wells Fargo lines of business (LOB) to determine the level of access LOB will have to cases in enterprise wide customer issue tracking system

Coordinated UAT testing and results of customer issue tracking system with end users

Ensured project issues and risks were documented, managed and communicated to appropriate stakeholders and project team

Communicated project status and project activities to key executives and project stakeholders

Project Manager – Accenture Apr. 2015 – Feb. 2016

Developed PMO procedures in alignment with SDLC methodology which guided project teams at foreign national bank in their project execution activities

Managed project that focused on evaluating licensing agreement with vendor specializing in prototyping software. Performed due diligence and valuation to calculate ROI for Accenture Technology Services

Created Responsibility Matrix (RACI) to assist project teams in developing staffing plans to execute project delivery at bank

Developed process maps for the following processes at the bank: Incident Management, Project Execution, Creating Change Requests and Change Management

Business System Consultant – Wells Fargo May 2014 – Dec. 2014

Established common scalable template consistent with the System Development Lifecycle (SDLC) that provides Enterprise Data Analytics(EDA) project teams a consistent process to deliver solutions to internal and external business partners and vendors

Developed process documentation and overview, Standard Operating Procedures (SOPs) and job aids for Wave 1 and 2 deployments of EDA Resource Center, EDA Expressway and EDA Project Tracking Portal

Communicated change management activities by developing job aids and transition plan to affected partied within the bank

Business Process Analyst – Chevron Dec. 2013 – May 2014

Conducted “As-Is” business process interviews with business process stakeholders at Chevron’s Information Technology Company (ITC) Infrastructure Assets (IA) to gain an overall understanding of core functions and business systems that comprise current operational activities as part of overall lifecycle management (LCM) effort

Managed project team in BPR effort to improve the hardware inventory management process inside the IA program

Developed best practices to identify ways Chevron can repurpose existing hardware to reduce the need of purchasing new machines for projected growth in 2014

Produced “As-Is” business process models and process model details that captured key process activities and business system interactions in the effort to assess the current state of operations and to propose alternatives and recommendations that will improve overall operational effectiveness and produce cost savings inside IA

Developed project schedule to identify when LCM tasks will be performed

Developed solution inside SharePoint 2013 to ensure LCM project documents are archived after project completion

Tracked and reported on project milestones and reported status to project sponsor and Project Management Office (PMO)

Business Process Analyst – LinkVisum Consulting Sep. 2012 – Dec. 2013

Completed work breakdown structure (WBS) to estimate level of effort (LOE) required to complete project tasks pertaining to confidential client

Conduct “As-Is” business process interviews with business process stakeholders at confidential client to gain an overall understanding of the core functions and business systems while gathering, documenting and updating business requirements that comprise the operational activities as it relates to their Smart Grid Pilot Program while performing as a Project Lead

Produce “As-Is” business process models and process model details that capture key process activities, business system interactions, and performance metrics in the effort to assess the current state of operations and to propose alternatives and recommendations that will improve overall operational effectiveness and cost savings at confidential client

Develop “To-Be” business process models from business requirements gathered from “As-Is” business process interviews to support the implementation of a new integrated operations center for confidential client

Develop Concept of Operations (CONOPS); Risk, Obstacle and Mitigation (ROM) Report; “To-Be” Process Metrics, Standard Operation Procedures and Transition Plan that detailed the transition and risks from the “As-Is” state to the desired future state for confidential client

Serve as SharePoint 2013 Site Collection Administrator, ensuring confidential client project documents are archived after project completion

Business Analyst – I3Solutions Nov. 2011 – Apr. 2012

Developed a customized SharePoint 2013 portal for confidential client by conducting interviews and gathering business requirements from end users, assisting engineers and developers in the portal design through diagrammed workflows of business processes, and developing and executing test scripts of implemented business requirements

Identified project related issues and managed resolution as required or escalated unresolved issues to key project stakeholders while executing responsibilities as a Project Lead

Updated and maintained client requirements traceability matrix

Developed a migration plan for confidential client to assist in the modernization of their legacy portal to the new customized SharePoint 2013 portal

Trained client personnel on the SharePoint 2013 users and developed User Adoption Program in assisting users to become more acclimated to the functionality of new customized portal

Developed SharePoint 2013 governance plan that ensured the administration, maintenance, and support of client’s SharePoint environments

Senior Consultant – IBM Global Business Services Aug. 2008 – Oct.2011

Conducted risk-based assessment of internal accounting procedures for confidential client. Results were used to create corrective action plans highlighting gaps in procedures and compliance with current policy. Provided recommendations that improved efficiency by streamlining business processes

Developed desktop procedures for budget preparation and financial reporting

Analyzed open financial contracts for lack of payment and activity at confidential client, and made recommendations to either pursue remaining balance or close contract due to inactivity

Developed a work breakdown structure and project schedule for confidential client to analyze key tasks in the operation and maintenance of their Budget and Performance Management System (BPMS)

Business Analyst – Deloitte & Touche /BearingPoint June 2005 – June 2008

Created/updated financial reports and models used in the analysis of client performance for both National Science Foundation (NSF) and the Department of Navy - Financial Improvement Program (FIP), and identified trends and made recommendations that consisted of eliminating redundant activities and streamlining existing ones to improve overall operating effectiveness

Documented key controls and mapped “As-Is” business processes at both NSF and the Department of Navy to assist in the streamlining and the reorganization of business processes that would reduce costs and improve internal controls as a part of an enterprise resource planning (ERP) software implementation

Supported the Department of Defense Reporting System (DDRS) project team in the management and maintenance of DDRS’ two main financial systems, DDRS Budgetary and DDRS Automated Financial System (AFS) by assisting the Project Management Office (PMO) in conducting quarterly centralized testing (test scripts) for DFAS users to validate the quarterly enhancements made to both DDRS Budgetary and DDRS AFS

Analyzed Defense Finance and Accounting System (DFAS) custom built system, Defense Cash Accountability System (DCAS) to confirm compliance with Federal Financial Management Integrity Act (FFMIA) federal regulations and provided results which confirmed DCAS was operating in accordance with FFMIA regulations

Consultant – Grant Thornton Sep. 2003 – May 2005

Prepared quarterly financial statements for confidential client

Analyzed property accounts for client to identify trends and assess risks associated with capital expenditures, and made updates to the depreciation schedule for property accounts

Provided financial and analytical support including: preparing daily, weekly, and monthly reporting on financial and non-financial metrics

CERTIFICATIONS

Project Management Professional (PMP) – Project Management Institute (PMI), License # 1913260

EDUCATION

American University – MBA, Finance and Management of Global Information Technology (MOGIT)

Hampton University – B.Sc., Finance

References Available Upon Request

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