Project Manager Management Team

GARY BROWN

Oak Point, TX · 469-***-**** · ad0fzc@r.postjobfree.com · LinkedIn

EXPERIENCE

PROJECT MANAGER, FEDERAL RESERVE BANK OF CLEVELAND (REMOTE) 06/21 – PRESENT

●Awarded HDI Employee of the Year

●Reduced company spend by creating project plans according to the stakeholders needs; detailing upcoming project tasks, milestones, and associated cost in order to increase company efficiency

●Created and presented to the executive team 888-FED-SPKU, a line for anonymous reporting of issues that violate the company code of conduct. Accepted Implementation in progress

●Led agile ceremonies that streamlined teams’ production and eliminated waste and non-value added processes

●Successfully converted team to SCRUMBAN Methodology (Scrum and Kanban) by creating documentation of agile best practices

●Responsible for execution and management each project phase from initiation, planning, execution, monitoring, and control to closure

●Ensured the project requirements clearly define the scope of work being provided, project deliverables, timelines, and payment terms and conditions

●Ensured resolution of issues and removal of project barriers through documentation of risks, issues, and contingency plans

●Oversee the development of SDLC artifacts, ensuring business requirements are translated into technical specifications, guiding, and facilitating the SDLC process

●Ensured compliance standards are met through control testing of processes and procedures, as well as verification of document availability and accuracy for quality assurance and internal audits

●Reduced company spend by suggesting hiring of additional employees to allow teams to meet project deadlines ahead of schedule rather than delaying projects and logging overtime

●Managed team tasks, writing user stories, features, epics and story pointing using Azure DEVOPS

SCRUM MASTER/ PROJECT MANAGER, RAYTHEON TECHNOLOGIES (REMOTE) 04/21 – 07/21

Member of the Enterprise Asset Management team responsible for coaching of agile methodologies and assisting the Product Owner in defining the backlog and helping the team understand the need for clear and concise product backlog items.

●Tanium Deployment Unix Workstations, Windows Desktops and Servers reporting of in scope, deployed and targeted devices for updates for all divisions to executive leadership

●Asset Management reporting of assets, including mobile devices, personal computers and servers that needed security upgrades or removal from the network

●Influenced internal project methodologies and approaches through development of tracking and reporting systems for key metrics

●Ensured team delivered value by understanding capacity, estimation of work, and velocity of work that can be delivered

●Performed daily stand ups with scrum team, agile ceremonies methodologies and retrospective lessons learned. Backlogged refinements according to prioritized epics, user stories and tasks

●Responsible for value pointing to prioritize backlog of work items and story pointing to the relative work in hours.

●Managed agile boards, backlogs, roadmaps, metrics and the exchange of information between team members using Jira

●Worked closely with Product Owner on best practices, remediating impediments and training leadership on agile processes and ceremonies.

SR. BUSINESS MANAGER, ONYX LOGISTICS GROUPS (REMOTE) 02/20 – 11/20

Responsible for the facilitation of government defense contracts while working in Dubai. Worked closely with vendor stakeholders to negotiate FAR Federal Acquisition Regulation contracts for the Department of Defense

●Negotiated multimillion dollar procurement contracts of 72 military vehicles and repair kits with AWZAR Group in Iraq with DGCI

●Drove business growth and fostered existing business relationships through travel to Dubai for onsite client visits

●Marketed OLG capabilities to future stakeholders

●Coordinated with external partners to elicit requirements from stakeholders

●Managed work and capacity with developers using Azure DevOps of features and User Stories.

●Prioritized product backlog items’ business value, time criticality, risk, cost of delay, and duration using Weighted Shortest Job First (WSJF)

●Used story point and value points to prioritize work in progress of backlog while using Kanban

SR. BUSINESS ANALYST/ PROJECT MANAGER, FRITO-LAY HQ 09/99 – 01/20

●Ensured sprints contained ceremonies of Sprint Planning, Daily Scrums, Sprint Reviews and Retrospectives from the Product Owner and Developers were met

●Used lean methodologies to value stream forecasting processes that resulted in BOT reporting, which delivered accurately to zone business managers who forecasted additional sales to the route salesmen on a national level which equated to 30M+ annually in sales

●Performed Cost Benefit Analysis (CBA) to estimate the strengths and weaknesses of alternatives to determine if a planned cost of quality activity is effective towards its expected benefit

●Managed requirements, testing and defects in HP ALM Quality Center of the project lifecycle

●Utilized JIRA and Azure DevOps to track and manage activities of high priority items, tracked daily work and report on progress of the project.

●Led cross-functional collaboration to mitigate potential risks identified in the project risk management plan, used SAP BOBJ to manage cross access from Quaker to Frito Lay users

●Performed data analysis of KPIs and burndown charts to identify trends and areas of product refinement and improvement

●Validated and conducted User Acceptance Testing, documented, researched, and resolved issues related to testing activities in Quality Center

●Implemented priority escalation and notification process to prevent erroneous application data from being used by field users when ETL Data cycles were delayed

SUPERVISOR INFRASTRUCTURE, PEPSICO / FRITO-LAY HQ

●Managed a team of 24 full time employees in U.S. and Canada as the technical supervisor lead of the Infrastructure Support Team of PepsiCo Service Desk

●Reduced team size from 10 full time employees to 3 by transforming the web ticketing process to meet the service level agreement after suggesting that cross functional team members who were skilled in supporting all divisions provide support to issues

●Led metric performance initiative that improved the overall performance of key performance indicators (KPI) which contributed to exceeding the Service Level Agreement

●Member of the internal project team responsible for the planning and integration of ServiceNow from Service Manager ticketing system

●Facilitated cross-functional leadership meetings to define direction, improve communication and buy-in to change

●Created an ERG named ICE Improving Customer Experience to address stakeholders concerns of support provided, retention of high employee turnover and training and lack of leadership visibility, resulting in replacing the IVR, automated feedback ratings, conversion of contractors, and the promotion of supervisors to management.

EDUCATION

2019 - MS PROJECT MANAGER, KELLER GRADUATE SCHOOL

2002 - BS TECHNICAL MANAGEMENT, DEVRY UNIVERSITY

1997 - AAS MUSIC VIDEO, THE ART INSTITUTE

CERTIFICATIONS

●Scrum Master CSM

●SAFe

●Lean Six Sigma

MILITARY SERVICE

United States Navy - Honorable

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