Manager Project
Resume:
Marie A. Lenzi, PMP
New York, NY 10016
******@**.******.***
SUMMARY:
Program, Project, Services and Development Leader with extensive experience in managing clients, development teams and organizations. Plan, execute and manage all aspects of program/projects for both external and internal corporate clients. Results-oriented executive with proven track record of successful leadership, while balancing risk with the appropriate level of control and a solid technology base. Strengths include:
P& L responsibility
Agile methodology
Program management
PMO, Engagement, Program, Project, Product, Portfolio, Business management
Pure play services AND software/SAAS product installation and consulting
Large, medium, small projects
Team development and management
Creation, development and direction of services and development programs
Training development, delivery and management
Relationship management
Process improvement
Local and international business
Customer presentations, proposals and
New product enhancement and innovation
RFP, RFI, Proposal development and delivery
Excellent written, oral and presentation communications
EXPERIENCE:
PROGRAM/PROJECT MANAGER
AIG, New York, NY 12/2014 – 6/2016
Global Corporate Social Responsibilitey (CSR) – Program/Project Manager of the global implementation and deployment of the Good Done Great (GDG) SAAS application. This includes the deployment of Matching Grants, Volunteerism and Corporate Grants globally
Business aspects include but not limited to corporate policy change management, workflow definition and alteration, vendor management, communications planning and deployment, global compliance including sanctions management, tax implications, and transition to BAU.
Technical aspects include but not limited to requirements definition, design, integration of HR data to the SAAS vendor, integration with global SSO, all aspects of UAT, Help Desk implementation, conversion of historic data from 3 disparate and essentially manual systems to a relational model.
Responsibilities include but not limited to vendor management, direction of 3rd party project teams and off-shore development teams, identify/track milestone and dependencies, identify/mitigate risk, change management, create/track project plans, team management. Required excellent analytical and problem-solving skills, organizational skills, and a highly goals oriented approach. Teams are located on-shore and off-shore.
PMO PROGRAM/PROJECT MANAGER
NYC Department of Education, Brooklyn, NY 6/2014 – 12/2014
Program Manager on numerous custome and packaged applications. Responsibilities included the full range of SDLC Program/Project Management responsibilities from feasibility, requirements, through to deployment. Including both business and technical work processes.
Periodic Assessments - BAU and ongoing enhancements and integration with several 3rd Party Vendors to both send and received student testing information.
10 Day Notices - Initial phase of a mayoral policy to respond to parents/guardians with regards to reimbursement for special needs students. This is the preliminary effort to precede and systems rewrite including legal, accounting and applications integrations.
Clever - Clever is a vendor that securely distributes data to 3rd Party Vendors on request. Initially, a data policy and standard has been created and approved. Significant compliance issues are under consideration. Finally, the development of the data feeds to provide ever-current information to Clever for distribution to approved vendors.
PROGRAM/PROJECT MANAGER
AIG, New York, NY 1/2013 – 6/2014
Global Software License Management (SLM) – PMO-driven SAAS product selection, implementation, and integration with Ariba, Ariba Contracts, SAP and internal master data sources globally. Included several individual vendor audits, revisions of user business processes and transitioning to BAU.
Delegation of Authority (DOA) – Developed cross-team proposal for the realization of the DoA policy including the Enterprise Data Model, DoA management interface and integration with related applications.
Global Ariba P2P, P2O - Worked with 14 program teams to create/manage project plans for the global implementation of Ariba, Fieldglass, SAP, Archer and home-grown applications. Establish project management processes and procedures. Included interaction with multiple 3rd party product and service vendors.
Global Sourcing Portal - Design and implementation of a multi-lingual information/data content portal using a component assembly approach. Management of the Communications team/End users who designed and sourced the content, and the 3rd party vendor of the multilingual SAAS content management technology. Development of the BAU process.
Global Help Desk - Project Manager for the development and deployment of the multi-lingual Help Desk to support the Global Ariba Implementation. The Help Desk was staffed by a 3rd party.
Global Vendor Governance System (VGS) – Project Manager for the development and implementation of the Global VGS. This includes the Vendor Governance Portal, data cleanse/ enrichment, and load of vendor profile and A/P data for 10 countries and multiple A/P systems. Included 3rd party teams.
Responsibilities include but not limited to direction of 3rd party project teams and off-shore development teams, identify/track milestone and dependencies, identify/mitigate risk, change management, create/track project plans, vendor management, team management. Required excellent analytical and problem-solving skills, organizational skills, and a highly goals oriented approach. Teams are located on-shore and off-shore.
PMO PROGRAM MANAGER
MetLife, New York, NY 3/2010 – 9/2012
Call Center & IVR – Installed upgrades to hardware/software, and all Customer Service processes and procedures across 10 customer sales/service call centers servicing over 5MM active customers. Included the Interactive Voice Response system and the outsourcing of portions of the customer service center.
Divestiture – Closing Team Program Manager for the divesture of 12 Caribbean and Central America jurisdictions. These rolling-closes included functional areas of tax, HR, finance, treasury, re-insurance, consents, regulatory, banking, etc.
Insurance – This unclaimed property compliance effort covered several lines of business including Corp Benefit Funding, Group Life, Individual Life, Retirement, Non Medical Health. Both business and technology policies and procedures were involved in this upgrade to the corporate escheatment process. While this began as a refinement of the Social Security Death Index, it grew to include the NYS 308 effort, as well as the Verus and NAIC nation-wide compliance efforts.
Responsibilities include but not limited to direction of teams of project managers, identify/track milestone and dependencies, identify/mitigate risk, change management, internal/external communications, create/track project plans, customer/vendor management, team management. Required excellent analytical and problem-solving skills, organizational skills, and a highly goals oriented approach. Teams were located on-shore and off-shore.
VP PROJECT MANAGEMENT, VENDOR MANAGER
Atlas Data Systems for Merck – consulting Vendor Manager 6/2009 – 3/2010
Day-to-day resource and P&L management of 50+ consultants with a $6MM+ budget.
Hands on program/project management of core business and science and engineering systems.
Included hands-on consulting and guidance of the client in the enhancement of software development processes and procedures to achieve on-time/on-budget delivery of programs/projects.
CLIENT PROGRAM MANAGER, PMO, RELATIONSHIP MANAGER
Accept Software, Fremont, CA 12/2007-12/2008
High-end SAAS product management and innovation solution/product
Worked with clients on the business and technology issues of Product Management and New Product Innovation. Managed multiple product delivery teams.
Designed processes, and customizated the Accept product to accommodate the customer needs. The effort included strategic and tactical approaches.
Results: For each client, improved the new product content and turn-around to their customer satisfaction.
CLIENT SUPPORT AND TECHNOLOGY RELATIONSHIP MANAGER
Jaczone, Kista, Sweden 10/2003-12/2006
Agent-driven software for Rational Unified Process (RUP) and UML product
Business Development - Prospecting, demos, sales presentations, sales, to product users and executive management resulting in several product sales
Product Management - Identified, refined and “shepherded” customer requirements that became product features.
Technology - Project Management, Java, J2EE, WebSphere, Agile, XML, Unix, Windows, others
DIR CUSTOMER PROGRAM MANAGEMENT / VP PROFESSIONAL SERVICES
LogicLibrary, Pittsburgh, PA 2/2001-8/2003
Enterprise reuse software product
Budget - P&L and budgetary responsibility for all of Professional Services.
Project and Development Process Management - Established and directed the PMO office. Managed multiple product delivery teams.
Product Management - Defined customer requirements that then became product features. Created services offerings and marketing collateral.
Technology - Java, J2EE, WebSphere, DB2, RUP, Agile, XML, Unix, Windows, Perl, others
DIRECTOR CLIENT PROGRAM MANAGEMENT PROFESSIONAL SERVICES
Netcentives Inc., San Francisco, CA 1/2000 – 12/2000
SAAS incentive software product
Customized programs for customer such as American Express, Nortel, 3Com, HP, 3M, and Cisco.
Business Development
Grew the professional services team from 10 to 50 people. Managed multiple projects and teams of Project Managers and technicians.
Revamped the professional services pricing to maximize margins.
Initiated Customer Proposal & Software Delivery review by sales, services and finance.
Product and Development Process Management
Created services products and marketing collateral.
Identified customer requirements that then became product features.
Created standard software product, allowing for easier customization using Java, SQL Server, etc,
Established a QA function, improving reliability by 50% and decreasing maintenance by 70%.
Technology and Project Management
Established and directed the PMO office.
Product Management, Project Management, Java, WebSphere, Oracle, DB2, SQL Server, web, UML, Windows, Unix, Linux, Apache, Tomcat, component technology, others
CO-FOUNDER AND EDITORIAL DIRECTOR
DC Corporation New York, NY 1997 - 1999
Publisher of Distributed Computing Magazine was a start-up specializing in leading edge technologies
for professional software managers and developers. Distribution 40,000.
Founder & Editorial Director
Developed the business plan and strategy focused on distributed computing, object-oriented technology, java, the web, enterprise application integration.
Created the innovative editorial strategy that utilizes only active technology engineers as editorial contributors.
Developed and maintained relationships with software product and services vendors.
FOUNDER
Syrinx Corporation, New York, NY, 1987 - 1997
Professional Services organization focused on object-oriented technology. Fortune 1000 customers including JP Morgan, Metropolitan Life, Merrill Lynch, DEC.
Founder & Principal
Developed financial models including the pro/serv cost and pricing models.
Created a marketing approach and strategy.
Day-to-day management responsibility.
Product Management
Identified and created all services and training products.
Technology and Project Management
Created public presentations and formal courses for Global 2000 companies.
Conducted all “C” level presentations and consultations.
Directed the definition and creation of service products.
Object oriented technology, Product Management, Project Management, Java, WebSphere, Oracle, DB2, SQL Server, UML, Windows, Unix, Linux, component technology, others
Financial Services
AIG
Program/Project Manager – Implementation of SAAS products & Integrations globally
Charles Schwab
Engagement Manager - software reuse processes, procedures and technology
J P Morgan
PM - insertion of project management, structured development, quality practices
Metropolitan Life Insurance Company
Program Manager – Enterprise Operating Model, Telephony, Service Delivery build for HR, Legal, others
Swiss Bank
PM - adoption of object oriented technology
Moody's Investors Service
PM - adoption of object oriented technology
Merrill Lynch & Co., Inc.
PM - adoption of object oriented technology
Independence Blue Cross
PM – via insurance applications introduced object oriented technology
Telecommunications
AT&T Bell Laboratories
Director SETT – Software Engineering Technology Transfer group
AT&T Technologies
Program Manager for the implementation of new hardware and software system
Technology
Borland
Board member Borland user group
Digital Equipment Corporation
Wrote the strategic plan for the adoption of object oriented software and design
Federal Express
PM for the insertion of object oriented technology
IBM
Consulted on the insertion and adoption of object oriented technology
NCR Corporation
Wrote/executed plan for object oriented technology adoption for staff and customers
Fujitsu
Consulted on the insertion and adoption of object oriented technology
EDS
Consulted on the insertion and adoption of object oriented technology
GTE
PM - adoption of object oriented technology
GTech Corporation
PM - via Lottery applications introduced object oriented technology
Other
Bechtel
PM for the insertion of object oriented technology
E I Dupont
Program Manager for the automation of previously manual systems and evironments
Hewitt Associates
PM - via HR applications introduced object oriented technology
NYC Dept of Education
PM – numerous custom and packaged applications
PSE&G
PM - via utility applications introduced object oriented technology
Social Security Admin
PM - via back office applications introduced software engineering processes
PUBLICATIONS:
FOUNDING EDITOR-IN-CHIEF and EDITORIAL DIRECTOR:
Object Magazine 1991 to 1996
Distributed Computing 1997 to 1999
EDUCATION: BS, Computer Science, Drexel University, Philadelphia, PA.
PMI certified June, 2009
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