Jack Holcombe, PMP, CSM, CSPO, SSBB, SAFe *.*

404-***-****

ad0qz3@r.postjobfree.com

Jefferson, GA 30549

http://www.linkedin.com/in/jackholcombe

Budget Management Project Manager Program Manager Black Belt Six Sigma Agile SAFe 6.0 SAP PeopleSoft Oracle Project Manager IV Helping Companies Translate Their Business Goals to Reality

PROFESSIONAL SUMMARY

• Accomplished, methodical, and integrity-driven PMP Certified Professional offering extensive multi-industry experience with a strong concentration in program, project, product, risk, vendor, and customer relations management services.

• 15+ years of experience delivering up to $3.5M in reduced operations costs & streamlined inventories & infrastructures to Fortune 100 enterprises, especially through project management of up to $7M ERP & SAP program implementations & consolidations.

Presented Presales Presentation to prospective clients for 5 years

• Led >25 projects across healthcare, government, travel & consumer product goods using Microsoft Project.

• 15+ years of driving up to 8 simultaneous technical & cross-functional teams of up to 50 with 15 client resources. Proven ability in managing large complex projects and on/off-shore teams

• Strong technical background supporting applications on various platforms (client/server, web and mainframe)

• Proficient in establishing relationships at all levels (customer, management, team and vendor) and mentoring teams

• Extensive experience in strategic development, program implementation, team building, planning and budgeting

SAP Project Manager experience SAP S4/Hana, SAP ECC6 and SAP GUI 4.6c

CORE COMPETENCIES

Program Management – Project Management – Enterprise IT Programs – Mobile & Web Solutions

Enterprise Security – Application Development – Infrastructure Development – Implementation – Integration

Technical Team Management – Change Management – Agile/Scrum – SAFe 6.0 – SAP

PROFESSIONAL EXPERIENCE

TCS

SAP Program Manager 4/2022 - 06/2023

Managed customers Projects using SAP S4 Hana using resource in India. Delivered Verizon Customer who was on SAP ECC with 28 Deliverables though Knowledge Transfer, Shadow Support, Reverse Shadow, and Steady State. Used offshore resources to develop the business requirements and Technical Design discussion with client subject matter experts for each of the 28 deliverables

Managed a Budget of $15M and presented it to the executive team with any variance and reasons for variance each month

Worked with virtual and global cross functional team. Excellent influence and negotiation skills

Led multiple cross functional teams. Managed reporting and resolution of issues, risks, and dependencies, proactively identified potential planning gaps, implemented mitigations to risks. Adhered to product processes, quality standards and deliverables

Managed program governance and developed program strategies for the company and provided project estimating tool to estimate cost of client projects. Developed Benefit Realizations for documenting clients’ expectations

I managed GAP analysis documents to for the new SAP HANA FX risk.

Managed technical resources in India that I meet with Weekly using Microsoft Teams

Provided thought leadership, best practice guidance, and support in using data migration, application software development and integration tools to technical team during implementations.

Presented executive presentations bi-weekly to sponsor using Microsoft Teams

Consulted with all levels including senior management, made recommendations, and influenced decision-making

T-Mobile/IBM 07/2021 - 03/2022

SAP ECC Project Manager/Scrum Master Remote

Managed 2 scrum teams using JIRA and Confluence. Conducted daily scrum Stand-ups and retrospectives and Demonstration acceptance for SAP ECC enhancement

Managed backlogs for next Sprints working with the Product Owner to make the stories Defined

Used Poker estimating get a closer estimate of Labor times

Convert EPICS into multiple Stories with the Product Owner

Georgia Pacific 02/2021 - 06/2021

Senior Project Manager Partially Remote

Managed multiple Kiwi projects for 10 warehouses. Implemented Kiwi software, G-logs and barcode scanners on forklifts, Installed PC with Kiwi Software and Printers in the warehouse office. Ensured each warehouse had network coverage throughout the warehouse. Managed Risk, Issues, Assumptions, and decisions made.

Planned for G-logs long term to make sure units were available

Negotiated with each warehouse best dates were best for them since several were moving

Oracle Consulting Service -Contract 06/2019 – 04/2020

Project Manager IV Remote

• Managed Soar Applications implementations Project Plan for clients to Data Migration to an Oracle Cloud with Cloud Security that ranged for $750K to $1.5M within the Oracle PMO

• Managed budget and burn rate, risk management, project Issues, and Communications plan using PPM

Moved SAP Databases to the oracle Cloud and reconnected the SAP Databases to the SAP Applications

• Led the change management with client who was moving their Databases to the Cloud so the client needed to point their applications to the Cloud Site

• Managed creation of Regional Oracle cloud and on-premise cloud for their migrations of clients’ databases.

Kimberly Clark – Contract 07/2018 – 05/2019

SAP IT Project Manager IV / Scrum Master Roswell, GA

• Managed SAP S4/Hana Global Demand Planning Project Plan that I quickly and adapt in a dynamic environment. Provided Strategic Initiative when changing from Sprints that was ineffective by another Project Manager to Waterfall Methodology. Provided leadership moving the project from Agile to Waterfall with WBS which made resources more accountable for task completion for the Consumer Goods. Provided risk management and the Global Roadmap of implementation and integration for all regions and sub-regions. Project Completion realized a 10% increase forecast accuracy and a standard method of Demand Planning for all regions at Kimberly Clark that

faced with SAP S4/Hana with 3rd Party Vendor integration who were developing Demand Planning, Trade Discount Management, and Demand Sensing for the Global Demand Planning Project. Provided Stakeholder Management on project. Managed the SAP IDM to create additional security

• Clarity PPM was used to account for authorized resources and making weekly status reports. Managed $5.7M budget that used operation expenses (OPEX) and capital expenses (CAPEX).

• Managed a Supply Chain SAP APO Project using Agile methodology, Kanban, and JIRA. Held twice weekly Scrum Meetings.

• Led multiple cross functional teams. Managed reporting and resolution of issues, risks, and dependencies, proactively identified potential planning gaps, implemented mitigations to risks. Adhered to product processes, quality standards and deliverables.

Lectra, Inc 07/2016 – 6/2018

Program Manager Smyrna, GA

• Client Facing Programs and Projects were implemented for clients in the Product Lifecycle Management (PLM) in the Fashion and Apparel industry as SaaS projects that Lectra was a IoT company

• Client typically found a 15%to 25% saving in materials because of more efficient cuts on the material and 50% to 75% reduction in labor cost because of multi-layering material for cuts and business solutions recommended

• Assisted clients in solving issues. Negotiated contracts, provided Strategic Planning, and Change Management of amendments. Program management skills, specifically communication skills, project planning, risk management and capacity planning.

• Strategic Partnerships with Multiple clients facing engagements and program delivery in North America were managed by one of the Project Teams with my oversight or I managed the larger clients with Project Managers managing each of multiple locations specific.

•. Worked with virtual and global cross functional team. Excellent influence and negotiation skills

• Managed program governance and developed program strategies for the company and provided project estimating tool to estimate cost of client projects. Developed Benefit Realizations for documenting clients’ expectations.

• Used Salesforce and CRM to track new potential client facing engagements. Determined which new potential client was close to a buy decision with Salesforce to tentatively plan resources for each potential client.

Georgia Department of Labor - Contract 06/2014 – 05/2016

Senior Infrastructure Project Manager/Portfolio Manager Atlanta, GA

• Managed $2.5M Data center replacement of mainframe system and a zos Datacenter migration to Linux server’s data center for unemployment office staff of 200+ throughout state serving 1M unemployed citizens.

• Provided technical delivery and project leadership for the decommissioned of the Mainframe to allow elimination of a $3M annual mainframe support charge with zero disruption to operations and upgraded the LAN and WAN network with current technology

Managed the released of each project based on the capacity of the teams

• Enabled invisible Mainframe transition to Linux and Virtual servers and storage with virtually no changes to users’ processes & procedures.

• Data Migrated all mainframe program applications to the Linux Server data center to ensure all data fields were converted

• Managed IT Cyber Security project Connect: Direct (COTS) Projects utilizing PKI digital certificates to provide secure financial data transactions to reconnected Banks, US Treasury, and Social Security.

• Managed a portfolio of projects which included Content Imaging and VOIP Phones

• Used Six Sigma to reduced storage costs by 20% when shrank historical records scope to 6 years from 20 years.

• Proactively provided vendor integration management leadership on all project related activities to include project planning, scheduling, cost management, execution, product delivery and disaster recovery

Travelport, Inc. - Contract 07/2013 – 05/2014

Technical Infrastructure Project Manager Atlanta, GA

Provide technical project delivery of a $3.8M network architecture development project as part of $12M network consolation of 4 acquisition to merge the network infrastructures for leading travel commerce platform conducting on-line transactions to airlines, car rental, hotels, & cruise lines for over 3000+ global travel agencies.

• Reduced infrastructure support manpower by 75% while increasing message size to 128-bit from 8-bit

• Developed one network robust infrastructure architecture utilizing newest network technology.

• Utilized 5-phase work streams to create new network infrastructure

• RACI Charts utilized to identify responsibility on decisions. Developed an Annual operating Plans for the 5 work streams, used JIRA to document the Requirements and develop the Tech Designs.

• Created risk management, identifying risk, risk triggers and risk mitigation

Managed the capacity plan for each workstream to enable scheduling based on capacity

• Oversaw Global teams of 10 to 15 engineers for each work stream which include several Great Britain team members.

• Conducted unit tests, integration tests, stress tests, system tests, and Performance Tests, Used PPM

Gentiva Healthcare, Inc. - Contract 02/2012 – 05/2013

Enterprise Program Manager Atlanta, GA

• Managed 2 concurrent high visibility enterprise programs with total budget of over $20M & 8 large projects simultaneously program delivery, direction, planning, and execution for large and very large initiatives using Software Development Life Cycle & Waterfall Methodology.

• Collaborated with Sales, Marketing, Data Services and other functions to develop stakeholders needs that needed integration in the program planning, provided leadership and optimized an integrated Technology Road map.

• Drove IT application software development projects using SDLC & Integration with 3rd party vendors’ Software as a Service (SaaS) & interacting with multiple projects manager on sub-projects to provide support and guidance on the individual projects as well as to convey the important relationship of each project to the bigger picture.

• Provided thought leadership, best practice guidance, and support in using data migration, application software development and integration tools to technical team during implementations.

• Managed integration with 3rd party vendors of which 2 where offshore vendors

• Obtained senior management and VP approval for product launch of the programs by presenting the visualization of the program charter with its high-level costs and benefits for the organization, project metrics, and the estimated ROI in order to receive authorization to proceed to the next phases

• Managed interface of PeopleSoft HRMS & Financials to 3rd party vendors, Healthcare legacy IT systems, 401K, Benefits, ADP, MMIS, Time and Attendance & other various reports. Managed ICD-10 upgrade from CMS ICD-9 Project.

• Reduced benefit payroll $3.5M after 1st year when managed $3M Time & Attendance Program for 18K employees in both home health & the merged new hospice divisions with a budget of $5M.

• Established Program strategy aligned with Company, Program Benefit Management, Program Governance, and Program Stakeholder Engagement & Program Life Cycle Management and presented to VP’s.

• Managed the acquisition Horizon Hospice into Gentiva Healthcare.

• Managed program risks, issues and change control and developed future business transformation initiatives.

• Served as Share Point Administrator for 6 SharePoint sites.

• Managed AS-400 Upgrade Infrastructure Project to upgrade all the environments operating 12 system from V4R1 to V5R1 & upgrade or replace all 3rd party software for the Data Center.

• Managed a Cloud application program to reduce clinician turnover rate to 22% from 46% within 1st year when migrated to $17M I-Pad clinical automation program migrating data to a Cloud for >200 branch offices with ~12K clinicians that eliminated the manual billing to Medicare and Medicaid. Oversaw 4 Project teams & led Enterprise Program Team of 16.

• Reduced headcount by one for >200 branches through elimination of need for data entry.

• Enabled automatic updating of Medicare and Medicaid & payroll reporting by creating system using Verizon connectivity to upload iPad completed patient information forms to healthcare legacy systems.

• Conducted unit tests, integration tests, stress tests, system tests, and Performance Tests

• Decreased by 18% product development life cycle after trained Project Managers in M/S Project 2010 and developed a Project Management processes and methodologies.

• Managed a project to train 99.6% of 8K Hospice employees from the merger of an acquire Hospice Company using a Learning Management System in Compliance and Regulations including HIPAA as part of the in 90 days as required by Office of Inspector General, enabling maintaining of $280B annual Medicare and Medicaid business.

• Synchronized dependent business unit projects with migration program to ensure migration program is minimally impacted by change.

• Managed LMS BI projects and one LMS upgrade to ensure Gentiva Healthcare employees could take their annual learning and testing

• Managed Compliance Projects to ensure Gentiva Healthcare remained in compliance with the healthcare requirements.

Reed Construction Data - Contract 12/2010 – 12/2011

Senior IT Project Manager - Scrum Master Norcross, GA

• Managed 7 each $750K to $1.5M digital website upgrade projects for e-commerce Point of Sale solutions using DevOps for Ecommerce websites for construction site enabling 8000+ Construction sub-contractors & building material suppliers to view newly up-for-bid construction contracts and by subscription through credit cards which enhanced the revenue collection

• Coached Agile and Transformed Reed Construction Data from a Waterfall to a Scrum methodology

• Created environment for on time or early project completion while mitigating risk. Created a new Project Management Framework for new PMO process management and methodologies along with new Recourse estimating Tool & New Change Control Procedure and developed a future business transformation initiative.

• Created and executed project schedules using 2-week software development Agile sprints and daily or 3 times a week scrum meeting for each project team of 10 to 12.

• Enabled budget estimates based on confidence level during Initiation phase and again during planning phase when developed Budget Estimating Tool using Pert Calculations and Standard Variance.

• Created risk management, identifying risk, risk triggers and risk mitigation.

• Developed Communication plan based on client preferences.

• Managed global teams that included India team members using PPM

• Created Executive Scorecard for each project. Mentored and coached junior and new Project Managers.

• Allowed customers easy access when drove design & development of new web application & new e-commerce web pages using agile methodology to support the business to business.

Waters Management Group - Contract 11/2008 - 11/2010

Program Manager Alpharetta, GA

• Developed training Curriculum and taught Professional Project Management Courses. Project Management principles taught using the Project Management Body of Knowledge (PMBOK) and Best Practices for a Project Manager as the baseline for the course.

• Negotiated and documented the Workforce Investment Act requirements to allow Waters Management Group to be an Eligible Education Provider of classroom instruction.

• Negotiated and documented the Project Management Institute Registered Education Provider for allow Waters Management Group to be a Registered Education Provider.

• Wrote the revised documentation for training using PMBOK v4.

• Audited a Fundamentals of Microsoft Project 2007 taught by Microsoft Certified Instructors from PM Resources Group for inclusion in the PMP Certification Review Courses including EVMA taught to WIA students.

• Evaluated other education providers’ course that solicited Waters Management Group to become part of the WIA offering.

• Advised, set direction and advised newly certified Project Managers on their assignments.

Advance Auto Parts, Inc. - Contract 07/2008 - 10/2008

Senior IT Application Project Manager - Consumer Product Goods Roanoke, VA

• Managed integrated portfolio of 24 projects or program initiatives simultaneously for the Visual merchandizing Group with project financial from $800k to $150K using Software Development Life Cycle.

• Articulated a vision of a successful project for each project team member that were 8 to 16 team members on each team

• Developed Project schedules based on the Work Breakdown Structure of each project or Initiative

• Established a Master Project Schedule and uploaded each of the 24 Projects and Initiatives to load cross dependencies between tasks of each Project or Initiative

• Project Status Meetings were facilitated with project teams reviewing completion of task, forecast of future task completion, monitor and manage risk and manage open issues

• Project Status was communicated to the internal stakeholders and/or external customers and third-party vendors. Tracked vendor against the approved LOE

• Managed change requests for each Project and Initiative and mitigate identified risks. Tracked resources for completion of task completion on-time. Developed Communication plan based on Advance Auto Parts preferences.

• Managed project financial for each project or program initiative and tracked. Created, managed and facilitated project meetings weekly.

• A custom off the shelf (COTS) vendor, JDA Intactix Floor Planning Plan-o-grams, Space Planning Plan-o-grams, and Intactix Knowledge Base system for store floor and space plan-o-grams project was implemented successfully on time and 29% under budget using SDLC methodologies and Quality Assurance processes to manage the project. The JDA vendor and other vendors were managed for the Point of Sales systems in the retail stores. Interfaced the ETL files from Enterprise Data Warehouse to the JDA Intactix system.

• HP Project and Portfolio Management (PPM) were used for management of financial, project status and capture actual costs weekly and captured vendors cost manually from bi-monthly invoices

• Conducted unit tests, integration tests, stress tests, system tests, and Performance Tests

• Managed an Infrastructure project to establish a secure data connection between Roanoke, VA and Minneapolis, MN

Coca Cola Company - Contract - Consumer Product Goods 10/2008 – 06/2008

Senior SAP ECC IT Project Manager for Manufacturing and Supply Chain Atlanta, GA

• Managed a new secret consumer product launch that was implemented at two manufacturing plants during the Beta phase. The ERP project work streams managed were the SAP Order to Cash, Forecast to Deploy, and Procure to Pay within a PMO.

• Supported the Manufacturing and Supply Chain Management to drive timely creation, review/approval, and archival of project quality data records in conformance with company IT Program Management methodology.

• Developed Work Breakdown Structure to determine tasks and use Microsoft Project to manage the project schedule. Conducted JAD sessions and performed gap analysis for the new business methodologies and processes on new equipment with a new SAP system.

• Managed the software development and documentation of business processes of the Prism plant to SAP ECC6 in order to manufacture the new product at the plant using a third-party SAP subject matter expert.

• Developed effective process management, documented them in ARIS Business Process Management system using a process modeler.

• Functional requirements were managed developed and documented for the Manufacturing, Supply Chain, and 3rd party logistics Systems providers' interfaces supporting the IT systems requirements.

Manhattan Associates 01/2007 – 12/2007

Principal Consultant Atlanta, GA

• Managed 5 Projects as a client facing Project manager and senior Consultant in Advanced Planning Group for Retail Industry with Tier 2 & Tier 3 customers.

• Gained up to 37% (min. 19%) sales increases when managed $500K to $1M implementations of Retail Advance Planning Systems.

• Customized designs by including input from customer key resources.

• Managed projects using SDLC methodologies and PPM

• Managed global projects that included up to 5 India employees to develop code.

• Aligned Advanced Planning Implementation Methodology with ISO 9001 & PRISM Implementation Methodology.

• Managed project with 1st client of Evant for 3 modification requests to 5-year-old system requiring re-configuration of Advance Planning System.

• Conducted unit tests, integration tests, stress tests, system tests, and Performance Tests

Managed the Transportation Management Systems on 2 weekend a month

Activant - Contract 06/ 2006 -12/2006

Senior Project Manager San Antonio, TX

• Managed projects as a client facing Project Manager implementing Point of Sale tier 2 and tier 3 auto aftermarket retail clients of Activant. Provided cash drawers, daily cash out, Plan-o-gram, Warehouse Management System, and a screen display showing the customer a picture of the repair part the customer was looking for his/her repair of their car. Also provided E-Procurement capability to clients.

• Led multi-skilled project teams using the new implementation methodology and articulated a vision of a successful implementation to the project team

• Budgets were typically in the $300K to $1M range. Led project team weekly status meetings and mentored and coached project team consisting of two or three Activant subject matter experts and 3 to 4 client team members

• Developed new business methodologies and processes for implementation of new clients. Implemented an E-procurement System for clients

T-Mobile - Contract 12/ 2005 – 05/2006

SAP Application Program Manager - Consumer Product Goods Bellevue, WA

• Led 4 project telecommunications teams in program delivery of order management program to build more efficient supply chain in a PMO. Gained project ROI’s of up to 423% (min. 180%) on projects.

• Reverse Logistics Program for telecom phones, Web Portal for Warehouse KPI, UPS Web portal for mail order notification customer, Web portal for IT system identification & management.

• Managed 3rd party vendor in developing the Web Portal integration.

• Led simultaneous cross-functional project teams to implement multiple SAP IT software development projects for the PMO using Full Life Cycle Software Development with T-Mobile implementation methodology and Clarity PPM.

• Enabled new features via structured IT systems development requiring integration with R/3 SAP, TIBCO, SQL, API, 9Web Portal, Java, J2EE, PkMS, Oracle & Streamline.

• Secured top talent by negotiating with managers for project team commitment & asking chosen team members for required Level of Effort.

Adjoined Consulting - Contract 06/2005 - 11/2005

Senior Principal Consultant Atlanta, GA

• Reviewed SAP GUI 4.6c current business processes, analyzed the client users’ input, and evaluated client business systems and user needs using PP as a client facing consultant.

• Made strategic recommendations to positively affect the client.

• Subject matter expert identified options for potential solutions and assessed them for both technical and business suitability. Bill of Material and Route and Work Center usage, SOP and MPS/MRP planning were reviewed.

• Contributed recommendations on how the client could use their existing system by creating logical and innovative solutions to complex problems.

• Recommended configuration changes to business process with SAP GUI 4.6c for the client.

Propex Fabrics (formerly BP Amoco Fabrics and Fibers) – Contract 02/2004 - 05/2005

Supply Chain Management IT Project Manager Austell, GA

Managed a custom and third-party implementation, using software development life cycle, for two phases of Zemeter’ s Integrated Supply Chain System (SQL), Forecasting and Product Supply Planning that replaced/augmented the IBM outsourced SAP MM/PP systems and an Access database because Propex Fabric was divested and sold from Phillip Petroleum

• IT application development when interfacing between Zemeter and SAP, and 3rd party vendor systems and ETL from the Enterprise Data Warehouse.

• Zemeter provided analytical products and tools to assess effectiveness of demand planning to learn actual errors and corrected future periods

• Return on the investment for the project was 378% on an $879K budget

• Wrote concise project business financial cases and attain financial approval and business buy-in of the cost/benefit analysis to proceed on the capitalized project

• Managed project financial and managed the scope change management plan

• Led and mentored project team consisting of 3 vendors, one third party contractor and 5 business users and 3 staff technical resources

• Managed the Supply Chain Consulting 3rd Party vendor supporting the Zemeter Supply Chain System.

Siemens Homeland Security - Contract 11/2001 – 12/2003

Strategy Coordinator Irving, TX

• A response /call center for Siemens Homeland Security was implemented. Customer requirements were translated into specific plans and tasks using knowledge of the industry and delivery methodology. Excel Database was initially used to track trouble tickets, but later replaced with Access database.

• Implemented Electronic Trace Detection devices used at airports passenger security station at several airports.

• A response /call center for Siemens Homeland Security was implemented. Customer requirements were translated into specific plans and tasks using knowledge of the industry and delivery methodology. Excel Database was initially used to track trouble tickets, but later replaced with Access database.

• Implemented Electronic Trace Detection devices used at airports passenger security station at several airports.

• Presented DCAS status report using Excel Pivot Tables convert to graphs for presentation.

• Six Sigma methodologies were used to reduce open trouble ticket backlog from 2250 trouble tickets to a backlog of 125 trouble tickets.

• Implemented ISO9000 in the strategic response call center to provide standardized processes and forms

American Software, Inc. 08/1988- 10/2001

Project Manager & Senior Business Consultant Atlanta, GA

Managed multiple enterprise projects simultaneously implementing ERP, Supply Chain or Warehouse Management Systems Implementations for Fortune 100 CPG & cosmetic clients, such as Newell Rubbermaid, Rayovac, Maybelline and another CPG. Led 13 to 15 American Software subject matter experts & Technical team. Implemented 10 -20 new clients each year developing new business processes for each client as well as delivering the new ERP, Supply Chain or Warehouse Management System Software. Managed Data to configure the software for the specific client requirements configuration.

• Completed on-time & within budget 10-15 clients’ $500K to $10M implementations each year.

• Used Kanban at clients to flow the Project Task more quickly

• Conducted unit tests, integration tests, stress tests, system tests, and Performance Tests

• Increased inventory turns by 24%, production efficiency by 19% & on time customer shipments by 8% in 1st year when managed $10M ERP consolidation project for 21 corporations of Newell and the Acquisition and Merger of Rubbermaid to form Newell Rubbermaid.

Worked sales team to present Pre-sales presentations to Prospective Clients for about 5 years.

• Reduced inventory by $750K, increased production efficiency by 16%, inventory turns by 18% & on time customer shipments by 11% within 1st year for Rayovac.

• Reduced inventory by $828K, increasing by 16% on time customer shipments & inventory turns by 16%

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