Project Manager Management

Sean Floyd PMP

Project Manager

Qualified and experienced Project Manager with exemplary track record of successfully managing complex functional projects in diverse environments.

Qualifications Summary

Experience in Microsoft Office, Project and Conflict Management.

15 years’ experience in Business Management.

Certified in PMP, ITIL foundation v3, ITIL Service Life cycle: Service Transition,Six Sigma Greenbelt.

Core Competencies

Project Manager

Process Management

Business Management

Personnel Manager

Conflict Management

Team Leadership

Experience

Process Project Manager, Time Warner Cable. Herndon, VA

June 2010 – Present

Manage Operations Support Services (OSS) for voice operation releases per a standard release methodology based on the software development life cycle (SDLC). Projects include OSS deliverables as well as process, training, knowledge management, documentation, job aids. Standard deliverables include Lessons Learned and Release Notes. Standard roles/responsibilities with User Group, OSS, Business Analysis and Test Team. Standard Release Cadence based on Roadmap for the calendar year. Manage Release Baseline. Dependency tracking across multiple NetOps APO-OSS applications for residential product launches.

Responsibilities:

Accountable for voice operations projects such as subscriber migrations, new product launches, and enhancements. This resulted in launch completion of 26 regional departments on schedule, with a 15% operational cost savings.

Support pre-production operational assessment of training, processes and support tools for newly deployed services or infrastructure. Resulting in mitigated user error risk within the 26 regional operations departments achieving a 6 % error reduction in 2014 first quarter for the order flow process.

Accountable for end to end service delivery of all carrier projects from the beginning of network deployment to customer handoff. Sucessfully accomplishing firm order commitment dates in addition to ensuring Architecture and Design adherence.As a Result revised processes improved the consistency, recoverability and reporting for new product launches.

Support policy by creating operational business documents, hosting document review meetings and creating job aids for training. Effecting improvement for knowledge management process which allow end users to consume proper reference toward troubleshooting degradations and outages.

Controlled training of new products or enhancements. Properly document user operation process mitigated the learning curve risk for new employees reducing learning periods from thirty to twenty days.

Engage cross-functional organizations resources regarding all deployment activates (ATG/TSG, Regional &Corporate). Point of contact for carrier customers providing deployment updates on scheduled weekly status calls. This improved practice and uniformity of stakeholder communication resulting in positive go-no calls for product deployments.

Manage project teams who are accountable for delivering projects against agreed scope, budget, schedule and customer expectations. Delivered industry-leading voice enhancements improving voice operation services by 20%.

Hold project kickoff meetings of all new & existing customer carrier projects while jointly maintaining internal schedules in conjunction with regional project management teams. Results; gained confidence of stakeholders and expedited the project planning process.

Lead cross functional teams monitoring project risks such as scope creep or resource conflict and proactively identifying solutions to address them in advance. Working with various organizations improved identifying risk which resulted in a 6% systems error reduction.

Report project highlight reports, risk logs and change management action plans to Sr Director, PMO, and other senior level stakeholders.

Manage various Software migrations resulting in improved customer order processing standards. Results; Planning and early risk identification caused the subscriber migration to launch successfully. The implementation of migration provided an operational cost saving of $600,000.

Manage various projects such as Wi-Fi networks, life-line (government discount to low income consumers) three competitor acquisitions and subscriber traffic network migration.

Project Manager Analyst, Neustar Inc. Sterling, VA

January 2006 – May 2010

The role of Neustar’s service delivery project manager-analyst is to manage or refine service delivery processes to Neustar’s customers. The project managers role is to make sure all customers services and migrations executed with low error impact. In this role, the following duties were executed.

Responsibilities:

Supervised integration, testing of telecommunication customer’s migration to Neustar Clearinghouse. Customer’s migrated services are local access request (LSR), access request (ASR), service order administration (SOA), and number portability and processing (NPP).

Administered meetings to gather project requirements through collaborating with key functional internal and external stakeholders subject matter experts from the engineering teams and product managers. Work pages, project lifecycle timelines such as testing and deployment dates were established.

Sustained and distributed analytic insights and trends regarding performance of initiatives.

Expressed and transcribed requirements and specification documents and work with product development teams and other cross-functional groups to replicate functionality and/or launch product enhancements.

Promoted and establish methods to manage by measurement.

Labored in conjunction with the technical and operational organizations to optimize Customer Experience, System Quality and Operational Efficiency.

Developed and unceasingly improved the process of turning data into information used to measure operational progress.

Completed complex data analysis of performance, availability and capacity management metrics in support of ad-hoc and standard reporting requests.

Developed in-depth awareness and familiarity with issues and events affecting customers. Improving customer’s satisfaction score by 8%.

Performed root cause analysis for production and performance problems requiring research into multiple information sources.Reducing issue reaccurence by 6%.

Developed methodologies for analyzing and presenting data in efficient and effective manner. Improved reporting accuracy by 3%.

Communicated and present analysis to a broad audience, including senior management.

Performed product degradation and outage conference call with affected customers and engineering to maintain product service level agreements (SLA).

Managed and planned product releases, led meetings, coordinated with engineer SME for feedback on performance results, reported feedback and millstones to stakeholders.

Acquired data and defined baselines for key performance indicators (KPI).

Supported User Acceptance Testing (UAT) and risk assessment of new enhancements. Report results to Sr. management.

Created and documented standard operating procedures (SOPs) for operations process flow and interface services in compliance with stakeholder requirements.

Documented and managed post-deployment meetings, outlining root cause and lessons learned with SME’s.

Lead Analyst, Contractor through Infinite Computer Solutions Inc. (2006)

Managed a 6-person on- and offshore team; tracked and measured team performance and reported daily to Neustar managers.

Analyzed team performance data and created solutions to improve SLA’s; achieved 99.8% compliance and reduced backlog by 90%.

Automated operations system that increased accuracy and eliminated errors within customer operations by 13% .

Education & Training

University of the District of Columbia: Bachelor of Arts in marketing

Keller Graduate School: Master Business Administration & Master Project Management

Certification training: Project Management, Business Management, Microsoft Office, Conflict Management, Telecommunications Networks.

Certification

Project Management Professional (PMP)

ITIL foundation v3, ITIL Service Life cycle: ITIL Service Transition

Certified Six Sigma Green Belt

Professional membership organizations

Project Management Institute (PMI) DC chapter.

Sunrise Valley Toastmasters (Currently Sgt at Arms, Prior Treasurer and VP of Marketing)

National Association for Multi-ethnicity in Communications (NAMIC) Eastern Chapter

References Available Upon Request

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