James Paul Thomas

Technology

VersionOne, Jira, Clarity, Primavera, Visio, PMBOK, SharePoint, MS Excel, MS Project, MS PowerPoint, MS Outlook, MS Word, MS Access, Lotus Notes, Tableau, Oracle, MARKIV, SAP ERP, WebSphere, ServiceNow, AIX operating systems, IBM Cross Systems Language, Joint Application Development, Crystal Reports, Fortran, Assembly, & C/C++, JCL, Cobol, ITIL, Scrum Story Boards, Splunk Scripts

Certifications and Trainings

Project Management certification: AIPMM Agile Certified Product Manager

Software Engineering Institutes (SEI) & Capability Maturity Model Integration (CMMI) Certification

Education

B.Y.U. - Provo, Utah

Master’s degree, Organizational Development (Business Problem Solving)

U.C. Berkeley

Bachelor Science degree - Business Administration, Minor in Computer Science, Finance, and Accounting

Professional Experience

Capital One IT Data Centers - Chester, VA November 2015 to November 2016

Scrum Master

Supported to 3 Agile Kanban teams averaging 12 members per team, providing hardware for Data Center Technology sites.

Conducted daily scrum standups and grooming sessions for each team.

Conducted a monthly retrospective for each team.

Managed the Kanban boards and resources with VersionOne.

Worked in Progress limits set for each Kanban column helped improve story velocity.

Provided Agile Scrum application development support to implement a low-cost OpenDCIM deployment; the software poised to replace 2 ineffective high-cost systems.

OpenDCIM integrated Inventory Management efforts of 48 Warehouse Shipping and Receiving staff, Power & Space Planners, and Facilities Hardware Planners, greatly improving accountability of devices moving onto, off, and within the raised floors of the 4 largest Capital One Data Centers

Managed the story board and resources within VersionOne.

Planned integration of hand-held scanners, into OpenDCIM, to eliminate the need for manual entry of new devices.

Used JIRA to provide a reliable platform for tracking and resolving issues.

Conducted daily scrum standups with programmer, analyst, product owner, and the leads from each of the data centers.

Completed a Sprint every 2 weeks, delivering useful functionality with every sprint.

Conducted a Sprint Demo to showcase completed work for the Product Owner and interested Stakeholders at the end of each sprint.

Conducted a Sprint retrospective at the end of each sprint.

Groomed the Product Backlog with the Product Owner, and team, prior to planning the next Sprint.

Conducted a Sprint planning meeting every 2 weeks.

Maintained burndown charts to track each Sprint Story Backlog and the Sprint completion progress.

Produced Tableau reports, pulling data from Version1, to capture Kanban and Scrum team metrics.

Served as an enabler for each team member, assisting with removal of impediments, and offering encouragement.

HealthSavings Administrators - Midlothian, VA May 2015 to September 2015

Senior IT Project Manager

Wrote consolidated MS Project plan to migrate the company’s current access database to a SQL database.

Integrated tasks from 4 corporate entities and 2 outside organizations.

GE Corporation - Glen Allen, VA October 2014 to April 2015

Agile Project Manager

Managed multiple projects to migrate GE Business Units internal applications from internal data centers to 3rd party Cloud environments.

Empowered corporate security teams to help protect the GE Business Units with assets on the cloud, together with enhancing the Security Team’s capability to receive additional incident story building data.

Utilized a Kanban story board to assign and track story progress.

Conducted daily standups with 8 local and remote team members, holding a retrospective monthly, and grooming as necessary.

Utilized Jira to assign and manage issues.

Used ServiceNow to handle customers’ support requests.

Managed the Kanban boards and resources with VersionOne.

Provided capability to invoke automated self-service scripts, designed to establish Splunk security feeds of the business event logs.

Enabled separate business units to maintain autonomy from each other, while providing Corporate Security Response teams’ access to Business Unit aggregated indexes for monitoring all internal and external connections to the Web.

Managed creating automated scripts to enable Business Units to utilize Splunk forwarding on their cloud assets.

Created a project plan integrating efforts with 12 other teams to provide consumable Software as a Service options located on a secure COLO service rail.

Led effort to provide a Splunk logging solution for a Hybrid Cloud initiative.

PFG Inc. - Richmond, VA March 2014 to October 2014

Senior IT Project Manager

Planned and managed a 3.7 million dollar software & hardware project to integrate FRF into PFG ERP systems.

Managed conversion of new acquisition from a home-grown local environment to Target SAP Corporate system, managing 3rd party vendor iServe also known as STRATO IT Group (Pty) Ltd.

Responsible to provide cost estimates, scheduling work breakdown structure, process compliance, and task management within the Innotas project management tool.

Provided detailed project planning for all resources to drive 8 separate work streams.

Provided continuous process improvement throughout the project delivery lifecycle.

Clarified and closely managed adherence to scope of project, following proper change management processes to alter any aspect of scope, for changes deemed necessary.

Successfully planned and managed the PFG system preparation and conversion of FRF data, integrating the processes of FRF into the ERP of PFG, for a future cut-over date.

Closely adhered to PMP methodology to manage the total lifecycle of the project.

Managed a detailed Quality Control center, providing daily reporting during System, Integration, and User Acceptance Testing.

Utilized Turnover software release system for managing software releases to the target systems.

Conducted short daily meeting with team leads, of the 8 work streams, to maintain adherence to project schedules, and to quickly resolve any impediments encountered.

Regularly communicated with all key stakeholders & project resources in accordance with the published communication plan.

Managed a project SharePoint site to store and communicate all project deliverables.

Estimated and requested all resource requirements, by hours per week, adjusting as needed.

Maintained a detailed budget, updating actuals to provide visibility and reporting, on weekly basis to company executives, for all software, hardware, 3rd party expenses, and capital/expense resource usage.

Tracked, managed, and properly communicated issues and risks among the project team, escalating to leadership when required.

Federal Reserve Bank - Richmond, VA July 2012 to March 2014

IT Project Manager

Total Lifecycle management of FedLine Cash and Systems Integration Manager (SIM 2.0) infrastructure projects.

Responsible to provide cost estimates, scheduling work breakdown structure, process compliance, and task Management within the Clarity project management tool.

Led effort to transition the deeply entrenched infrastructure build process from waterfall to Agile, reducing the build time from 9 months to 3 months, partnering with the apps development team to establish and perform environment shakeouts.

Ran 15 minute daily Scrum standup meetings that were crucial in meeting a hyper-aggressive build schedule

Kept the team current by maintaining schedule accountability and early identification of impediments.

Successfully supported Agile Applications Development group, breaking infrastructure tasks into smaller identifiable Business Partner touch-points, coinciding with the Sprints they supported.

Effectively managed Matrix structured teams of over 18 members.

Partnered with team members to elicit buy-in and foster a positive work environment, maintaining a high level of motivation.

Managed project plans, risk identification, mitigation, and resolution; perform project status reporting at multiple levels.

Prepared Monthly Project Management Reviews for senior executives.

Maintained synchronization of the National IT project plan with the Business Partner’s consolidated Microsoft Project Server plan utilizing MS Project Professional.

Successfully managed designing/building 5 simultaneous FedLine Cash environments to replace software just prior to the end of its supportability window.

Managed a 5.4 million dollar SIM 2.0 infrastructure project for the Cash Product Office, supporting 5 applications.

Development teams, building 7 new interfaces and simultaneously building 10 of the 12 new environments.

Estes Express Lines - Richmond, VA January 2012 to May 2012

IT Project Manager

Responsible to manage the initiation, planning, development and implementation of technology to increase the efficiency and profitability of the Freight Movement Divisions within Estes.

Created and managed project costing, project schedules, process compliance, risk determination and resolution, and task management within At-Task and Clarity project management tools.

Prepared and presented weekly Project Management Reviews and to senior executives as required.

Successfully initiated 2 multimillion dollar strategic projects, while successfully completing and closing 3 projects.

Managed over 50 members of a Matrix structured team, with about only 25% working on-site.

Capital One Bank - Richmond, VA April 2011 to January 2012

IT Project Manager

Managed the initiation, planning, development and implementation of the Extended Account Analysis, Corporate Bill Pay, and Float Modernization initiatives.

Total Lifecycle management utilizing PMBOK principles for 3 simultaneous projects with waterfall methodology.

Responsible for project budgets exceeding 3 million dollars, Work Breakdown Structures (WBS), process compliance, individual labor and contract forecast costing within the Clarity project management tool.

Presented weekly Project Management Reviews to executive management.

Successfully assumed management over a challenged 3.5-million-dollar budget project just after scope definition, with zero transition time managing over 35 members of a Matrix structured team, with only 5 working on-site.

Complied all documentation using ISO 9001 and CMMI Level 3 standards.

AT&T Government Solutions - Colonial Heights, VA January 2010 to April 2011

Program Manager

Managed the full development life-cycle from requirements to deployments of software and supported all ongoing customer service requirements for the entire Department of Defense mandated Army Exchange Pricing Program.

Prepared and presented monthly Program Management Reviews to generals and executive leaders at the Pentagon.

Managed multi-million-dollar budget, earning 60% over the company-established profit target, by rigorously managing costs.

Managed 37 team members and project managers world-wide, on over 15 projects, with a 6-member customer support staff working on-site.

Designed and built a process to enable commands to request temporary NIIN links for financial matching, bypassing a slow and cumbersome manual process, allowing the Commands to more quickly receive reimbursement for returned parts.

Complied all documentation using ISO 9001 and CMMI Level 3 standards.

United States Army April 2002 to December 2009

Chief, Future Logistics OPS and Plans Officer/ Elexstronic Warfare Officer 304th Sustainment Brigade, Balad, Iraq (Managed 7/24 logistical operations of 20+ soldiers) (2008-2009)

Development Program Manager, General’s Staff, Coalition Forces C3, THEATER FORCE TRACKER (TFT) 3rd Army, Kuwait (2004-2007)

Managed 4 TFT projects with 12 soldiers globally.

Responsible to the C3 General Officer to manage the TFT program life cycle, from inception to implementation, in direct support of all forces in the Global War on Terror over a Pentagon secret net.

TFT recognized as the Army’s authoritative source for tracking forces, providing data integrating the army’s Cobol Mobilization Deployment Information System (MDIS) to the DOD’s Defense Readiness Reporting System.

Commander, Logistics MGT, 304th Material Management Center, 18th Airborne Corps, Afghanistan (2002-2003)

Commanded a team of 12 material managers providing direct logistics support to combat units.

United Airlines - Long Beach, CA September 1985 to March 2002

IT Development Project Manager

Planned, developed, implemented, and monitored initiatives, performing full lifecycle management of large IT projects for United Airlines’ maintenance management division for 9+ years.

Served as single point of contact to Business Sponsors, providing results to Business Partner groups.

Created decision paper contrasting top 3 COS time-reporting tools fully integrated with MS Project Server 2000.

Implemented tool on-time and within budget, increasing the time-reporting accuracy from 65% to 98%.

Provided an email to employees not entering hours with a cc: to the employee’s supervisor.

The auto-populated browser tool could be left open on worker’s desktop to enable entry at least daily.

Projects managed at SEI CMMI Level 2 standards, utilizing and improving established best practices.

Managed teams of 6-10 members, ensuring project milestones & deliverables met within time and budget.

Utilizing IBM’s Cross-platform RAD tool, rapid prototyped an online accounting system for United Vacations in 2 weeks, incorporating use of Joint Application Design (JAD) meetings with the Business Partners.

Western Direct Marketing, W. Hollywood, CA September 1981 to September 1985

IT DEVELOPMENT PROGRAM MANAGER

●Planned, developed, implemented, the United Airlines Mileage Plus program, performing full lifecycle management of all associated projects, implementing Mileage Plus in just 6 months to meet a marketing challenge by American

●Established a clear vision and articulated a defined direction to establish and achieve corporate objectives

●Conceptualized, designed, developed, implemented, and operated the UAL frequent flier Mileage Plus Program

UNITED STATES MARINE CORPS, SAN DIEGO, CA June 1974 to April 1980

COMPUTER SCIENCE OFFICER/PROGRAMMING OFFICER

●Managed 30 programmers supporting the finance and personnel management systems, to include induction processes for the Marine Corps Recruit Depot

●Managed work load assignments and schedules for 30+ soldiers, completed annual performance evaluations, developed individual professional development plans for subordinates, and managed individual disciplinary action plans when necessary

●Served as the primary interface to Business Partner groups and 3rd party vendors

●Implemented automation technology and process improvements, realizing an accuracy increase from 86% to 98%

●Provided Adhoc analysis data, using MARKIV, enabling program managers to effectively advise the Commanding General on policies and actions to adopt

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