Manager Management

Mark J. Hoover

***********@*******.*** 734-***-****

**** ********** *****, ******, ******** 48187.

Customer Project/Program Manager

Summary of Qualifications

Thirty five years of experience focusing on Program/Project Management, Application Development, Delivery Management and People Care. Has supported manufacturing and outsourcing contracts. Served as a Program Manager for Automotive Assembly Plants. Has led Global Deployment teams and has managed Virtual Teams. Led many PMO implementations and assessment activities including Risk and Issues Management, Change Management, Process Development and Documentation. Held the titles of Organization Manager and Delivery Manager in the Project Management Delivery organization and provided leadership to multiple teams of Project Management professionals. Also held the title of Customer Program Management leader, providing Project/Program Management expertise to a variety of Project/Program offices both internally and directly to clients. Active member of PMI (PMP certified) – 1996 to 2008.

Expertise

Years of Expertise

Technical Expertise: Work breakdown structure, Project Planning, scheduling (CPM), baseline and statusing, Issue tracking/resolution, Communication Management. Automation Systems, Security Systems, LAN’s, Infrastructure and Applications Development and System Integration.

37

Project Expertise: Project Management assessments, Current situation analysis, recommended solutions, Change Management, Enterprise Planning Architecture and Financial Management.

27

Industry Expertise: Automotive Engineering and Manufacturing, IT, Warehousing, LAN/WAN and Help Desk Services.

37

Relevant Project Experience

Epitec, Johnson Controls Account 03/14/16 to present

Project Type

PLM/TeamCenter – JCI IT Global Engineering Systems

Role

PM – Enterprise Site Readiness.

Responsibilities

Responsible for building and providing direction to the IT program management office or function. Defines and develops IT project/program management best practices, processes, and policy to ensure alignment with corporate strategy and goals. Partners with multi-departmental leadership and other stakeholders to locate opportunities and develop and prioritize projects according to relevant measurement criteria. Responsible for the supervision of project/program managers to ensure that all IT projects and programs are delivered within the defined scope, quality, time and cost requirements.

Accountable for the day to day management and coordination of the PLM/TC program Site Readiness. Works together with the business and IT partners to create the program strategy, business case and relevant program budgets. Communicates program strategy direction and changes with IT and Business leadership. Responsible for the creation of transparent and visible program Site Readiness scorecards. This position is accountable and responsible for seamless operational planning and execution of the program Site Readiness and reports directly to the Director of IT. Also, this position is part of the overall program leadership team in managing planning and control activities, issues and risks, internal resources and engaged vendors. Interact with Regional Managers & PMOs and Deployment Managers to ensure the execution of the project management activities. Interact with Core Team Managers to get information around Core activities planning and progress.

This role required extensive experience with PM disciplines, Excellent communication, planning and facilitation skills. Influence without direct authority.

Millennium Software, Inc. Ford Account 05/13/13 to 3/11/16

Project Type

AD GPARTS PMO – Ford FCSD

Role

PM – AD GPARTS PMO SME.

Responsibilities

The global program comprised of multiple regional implementations of a COTS solution that was deployed in the US in 2009. Each regional implementation (release) requires coordination with multiple business functions (FCSD Marketing, FCSD Finance, Information Technology) and multiple external supplier delivery partners. Close collaboration and alignment was required across these functions and suppliers to develop and deploy a regional implementation. The PMO was required to support Global PMO process development and adherence, due to the number of overlapping releases (9) that were in progress. As PM in the PMO I also assumed financial management responsibilities at the Program level for the 9 project releases.

This role required extensive experience with PM disciplines and CPMM, including Financial Management (AR, SOW, Dorf, ITMS, FRT). Tool experience: MS Office and Project, SharePoint, Clarity. Excellent communication, planning and facilitation skills. Influence without direct authority.

Backfilled for an Agile (Scrum) team member (due to maternity leave) of one of the project teams that supported our larger program. For about two months I worked as a PM on the Team, working user stories, sprints and conducting the daily standups to support the over program objectives, The program was referred to as an Agile/highbred as the customer followed traditional PM methodology (waterfall) while the applications development followed the Agile-Scrum methodology.

Millennium Software, Inc. Ford Account 11/15/12 to 5/10/13

Project Type

PM IT – Ford Marketing, Sales and Services.

Role

Project Manager – SME (for three specific projects)

Responsibilities

Global Business to Consumer Hosting and Architecture Services targeting IT efficiencies. Defining, planning and implementations of 15 Workstreams (small projects). All were scoped around process improvement, process definition and resource management. Coordination between, Marketing, Sales, solutions Architecture and It Management.

Global Business to Consumer MSS IT study. Defining current UX and IT platforms globally. Scope UX from presentation layer, tools to capabilities. Evaluated three global platforms for commonalities or lack of and provided recommendation with cost estimation.

G8D process coordinator - A Problem-solving methodology for product and process correction and improvement for MS&S IT. This was a simple and effective problem solving technique, structured into 8 Disciplines (D1-D8), it emphasizes team synergy.

HP Application Development Internal, 02/12 to 8/31/12 (early retirement from HP)

Project Type

AD PMO.

Role

Industry PMO Leader SME – AD PMO start up.

Responsibilities

Responsible for regional program office oversight of a 70+ project portfolio within a specified industry sectors. Responsibilities include project manager mentoring and coaching, go-to-green development and planning, training of corporate processes, etc. Manage and facilitate executive level, portfolio reviews.

Supports industry specific sales pursuits

HP Application Development Internal, 04/11 to 1/12

Project Type

AD PMO capability.

Role

Program Manager – PMO capability team - SME.

Responsibilities

Created procedures and related documentation to create a PM/PMO capability within the Enterprise Services Application Development Org. Including working with the Sales teams on RFP’s and SOW’s. Member of a SWAT team deployed to improve troubled Projects/Programs.

HP Nissan NA Account, 01/10 to 3/11

Project Type

Nissan North America PMO.

Role

Program Manager – Account start-up PMO.

Responsibilities

Lead the PMO start-up activities, including develop, deploy and manage tools and processes for Service Request fulfillment. Manage the dependencies between other concurrent projects and teams, and directing client interface and report out to senior management.

Project deliverables included; change management, risk management, resource management, schedule management, and SLA reporting.

HP Bank of America Account, 03/09 to 12/09

Project Type

Bank of America Transformation Program.

Role

Program Manager – Infrastructure Transformation.

Responsibilities

Responsible for implementing the initial connectivity between the Bank of America and acquired companies, recently Countrywide and Merrill Lynch. First engaged by the Bank in an acquisition, to design and implement the initial connectivity between the Bank and the acquired company up to Legal Day 1. After Legal Day 1 the project team concentrates on Data Center and application server consolidation, decommissioning, etc. This included the managing of Program financials, dependencies between other concurrent project, directing client interface and report out to senior management.

Project deliverables included; change management, risk management, resource management, schedule management, transformation of server level infrastructure from one corporate infrastructure to the other, at multiple sites throughout the US.

EDS Rolls Royce Account, Indianapolis, Indiana., 08/08 to 02/09

Project Type

Rolls-Royce Americas Infrastructure Modernization program (AIM).

Role

Program Manager – Infrastructure Deployment.

Responsibilities

Responsible for the WS1 phase of program implementation, Purchasing, installation, testing and closedown of an infrastructure program. This included the managing of Program financials, dependencies between other concurrent project, directing client interface and report out to senior client management, in USA and UK. This program was one of Rolls-Royce’s top projects in 2008.

Project deliverables included; PreSage report out, change management, risk management, resource management, schedule management, and oversight of the implementation of the infrastructure and application at 15 sites in NA (primary sites in Indianapolis and Montreal).

EDS GM Onstar Account, Detroit, Mi., 12/07 to 07/08

Project Type

GM OnStar Connected Vehicle/Packet Data Program.

Role

Program Manager – Systems Integrator

Responsibilities

Responsible for the CTC phases of program implementation, testing and closedown of an infrastructure and applications program. This included the management of multiple suppliers, direct client interface and report out to senior client management. This program was on the GM IT top 20 list.

Project deliverables included the GAD-QMS, SDP, change management, risk management, schedule management, and oversight of the implementation of the infrastructure and application in both Plano and Auburn Hills.

This was a System Integrator roll coordinating the effort of EDS, AT&T, VzW and Compuware.

EDS Delphi Account, Troy, Mi., 07/07 to 011/07

Project Type

Global EUC PMO

Role

Global Implementation Manager

Responsibilities

Responsible for process improvement, coordinating and tracking of on-boarding and decommissioning Global sites. Organizational processes to improve efficiencies and work volumes. Implementing formal management reviews and client report outs.

Project deliverables included the change management process, risk management, schedule management, development and oversight of the on-boarding/decommissioning process.

Primarily responsible for all Global projects in the EUC Program Office.

EDS GM LANCAN Account, Troy, Mi., 02/07 to 06/07

Project Type

Global Network Upgrades

Role

Global Implementation Manager

Responsibilities

Responsible for the deployment of the Global LANCAN sites.

Project deliverables included the change management process, risk management, schedule management, and oversight of the implementation. Updated the primary processes used by the team to be used in Global environment.

Primarily responsible for all non-NA Global network projects for the LAN/CAN Program Office.

EDS GM Account, Detroit, Michigan, 04/06 to 1/07

Project Type

Global Enterprise Technology Office

Role

Program Manager

Responsibilities

Operationalize the EDS/GM Enterprise Technology Office globally. Provide guidance and communicate direction to NA, LAAM, Europe, and AP. Managed the deliverables from the ETO in areas of:

Architecture Capability

Technical Review Processes

Applications (Modernization, Rationalization)

Infrastructure

Tools

Standards and Processes

Security

Provide ETO oversight to Global Program Reviews and the Enterprise Program Office.

EDS GM account, Detroit, Michigan, 11/02 to 03/06

Project Type

Project Management Delivery org. – GM account

Role

Delivery Manager

Responsibilities

Central Region Delivery, primary customer GM.

Responsible for over 90 Business Partner Agreements (BPA’s) with over

100+ EDS PMD assigned Resources.

Client and Customer interface

Billing and contract maintenance

People issues related to business & career growth

Business growth and customer relationships

EDS State of Michigan account, Lansing, Michigan, 09/00 to 10/02

Project Type

SoM Project/Program Management

Role

Resource Manager

Responsibilities

Built up a team of 32 PM resources to support the State of Michigan account in Lansing. Also managed a 36 person virtual team that provided direct

support to non-SoM EDS customers and clients.

Project Management mentoring

Staffing

Performance assessment

Client interface

Career planning

Financials

EDS GM account, Detroit, Michigan, 9/95 to 08/00

Project Type

Manufacturing Automation systems.

Role

Project Planning Specialist (Technical Leader)

Responsibilities

Provided technical guidance, manufacturing consulting, vendor/supplier management, process consulting and mentoring to Project Planners and Specialists. Responsibility included, software and hardware, PM methodology and techniques and encouraging common practices, following the client’s 4-Phase Vehicle Development Process (VDP) and System Delivery Process (SDP). Projects included:

PV8 2000 Cadillac engine retool program.

97’ GENIII Manufacturing program.

EDS Detroit Diesel account, Detroit, Michigan, 09/91 to 8/95

Project Type

Business Systems Automation.

Role

Project manager – team leader.

Responsibilities

Automate business systems.

Help desk and Disaster Recovery implementation project

System Administrator - Provide systems administration support, to the GM Detroit Diesel. Services provided include workstation deployment, application installation and configuration, network (LAN/WAN) configuration and problem resolution, and project support.

Automated the financial department, new applications for financial processing, electronic reports, EDI for accounts payables/receivables.

GM/EDS Detroit Diesel account, Detroit, Michigan, 7/79 to 8/91

Project Type

Plant Automation Delivery

Role

Lead a team of six Engineering System Engineers (ESEs) supporting plant floor systems, LAN, automations systems and remote support.

Responsibilities

Supported plant floor, material handling, quality and security systems.

Series 60 Diesel engine manufacturing program.

Statistical Process Control (SPC) mfg. quality system implementation

8.2 Engine program, build book process

Plant floor and business office terminal security system

Data Processing Operation.

References

Name

Position

Contact Information

Frank Fahey

ES AMS Apps Consulting Manager

*****.*****@**.***

Paul Schwartz

Technical Delivery Org Manager.

****.********@**.***

Dawn Michalik

Applications Development Financial Operations.

****.********@**.***

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