DAVID KING

**** ******* *****,

Chesapeake, VA **31

610-***-****

ad3s0y@r.postjobfree.com

Summary:

A Certified PMP with an extensive background in Information Technology and experience across various industries including transportation, consumer and commercial banking, retail and customer services, and telecommunications.

A solid performer in leading medium to large project teams (10 to 300 or more people) while managing complex Infrastructure and Applications Development IT projects from initiation to closure with accountability and participation in all phases of testing deliverables. As PMO lead, led Change Management and ensured compliance with Project Management Office (PMO), PDLC, and SDLC best practices.

Professional background also includes a thorough understanding of Agile and Waterfall methodologies, global enterprise and call center technology, Change Management, resource planning and allocation, governance reporting, and strong communication and documentation skills.

Has an undergraduate Chemical Engineering degree, an MBA in Finance, and PMP certification since 2001, (valid through 2023).

KEY ATTRIBUTES:

Applications and Infrastructure Development Management

Change Management

Project Management (PM)

Program Management

Vendor Management

Global Implementations

Business Process Analysis and Improvement

Services Delivery

Skills:

Software/Applications, Tools: JIRA, HP ALM requirements management tools, CRM, and Customer Service applications tools (Remedy, Aspect), Web-based and Oracle and SQL database development, MS Azure Cloud, MS Office Suite, BaseCamp PM applications collaboration, MS Project Professional (Blue Belt expertise), MS Project Portfolio Management, Primavera, Clarity, VISIO, SAP Solutions Manager and ChARM, SAP Project Systems.

Enterprise/Financial Applications: Experienced with FinGate and Financial Transformation projects to convert legacy to Financial Information Systems (FIS) and SAP Finance Controls, Wealth Management and Investment Portfolio SAP, and procurement systems including Ariba/e-Trax, and Exacta/SupplyPro and SAP Materials Management, and generic SAP GenDisplay. Provided post-implementation support at Amtrak’s ticket reservation center for knowledge guidance and application assistance for the SAP conversion.

Experience:

VDOT, Richmond, VA Nov 2022 – til date

Sr. Project Manager

• Drove consistent project delivery through the entire project lifecycle, including project plans, release plans, resource allocation, and management of project risks, scope, schedule, and delivery of value.

• Directed technical PM leads, contractors, and other project team members.

• Developed and maintained the project SharePoint site including Project Charter, Project schedules and budgets via MS Project EPM and Project Professional, as well as Resource Plans, Requirements documents, design documents, Test Plan, Implementation, and SOWs for Post-Implementation and ongoing Support Plans.

• Delivered four high priority Maintenance Delivery Practice projects in just over one year including the Ivanti system asset management service (SAMS/ServiceNow) and Pre-Trip Inspection Checklist for vehicle inspection safety reporting.

• Promoted continuous improvement and helped teams to increase productivity by providing five process improvements for change management, onboarding, procurement, non-project processes, and new project start up steps.

• Adhered to VDOT and VITA project management practices as defined and obtained VITA CSM certification in May 2023.

• Tracked and communicated project's progress from a schedule, cost, and risk perspective to the project team, stakeholders, and management.

• Established an environment where the teams could be effective and help remove obstacles.

• Ensured a good relationship between the team and product owner as well as others outside the team.

• Tracked and reported team project status update and other project metrics to program and leadership management.

Amtrak Apr 2022 – Oct 2022

Sr. Project Manager

Coordinated multiple project teams, vendors, and assets to ensure timely and cost-effective sequencing and execution of critical path milestones across several inter-dependent projects.

Established Program Governance and Controls structures to enable effective escalation and decision-making processes.

Cultivated collaborative partnership among stakeholders to enable scoping, financial and resource decisions.

Identified, documented, and elevated cross-organizational and vendor-driven dependencies, and worked with executives and peers across the organization to develop and implement management processes.

Identified and managed assessment of major changes to scope, schedule and budget through the appropriate Program and Enterprise governance approval mechanisms.

Mentored junior level Project Management staff and matrixed team members and provided guidance on adherence to the Project Management practices.

Ensured that program financial performance and forecasting information was available and reportable for senior executives and government regulators

Identified and evaluated the risks associated with program execution and worked across organizations to establish and monitor mitigation plans.

Developed and maintain required program management artifacts and ensured that all projects had appropriate project management artifacts and processes in accordance with Amtrak Project Management standards and applicable regulations.

Identified efficiencies and present recommended improvement opportunities at various levels of management.

Managed schedules and implementation plans and shepherded projects to completion.

Newport News Shipbuilding (NNS) Oct 2019 – Mar 2022

Program Manager/Sr. Project Manager

Managed various IT enterprise projects and technical leads in the nuclear shipbuilding industry, lead PMO governance, and cross functional teams applying Waterfall and Agile project methodologies. Responsibilities included vendor management for Proof of Concept (POC) pilots and from the vendor recommendations and cyber security requirements of the enterprise, assessed and built the development environment with the proper scope for the enterprise.

Created and managed the Risk log for projects so that the project risks can be identified, accessed, and managed (mitigation planning/contingency actions, containment) throughout the lifecycle of the projects.

Published an issue status reports on a biweekly basis to communicate the issue status and potential project impacts to the client & stakeholders.

Managed project SharePoint sites and reported project status and progress to stakeholders while planning and managing resources and developing the Statement of Work (SOW) to vendors.

Extensively worked on contract management and end to end procurement cycle.

Created Statement of work (SOW), deliverables, scope, SLA’s and timelines and performed risk analysis for new vendors.

Created RFIs and RFP’s and sent these to targeted vendors, reviewed their responses, facilitated vendor demonstrations, scoring and decision making in collaboration with IT and Business leadership.

Worked with Finance for Purchase orders and contract award, also handled vendor on-boarding payments, accruals and invoicing for large scale ($2+M) Cloud migrations and version upgrades.

Used solid PM skills in leading systems and solutions architects, network admins, application admins, business change managers, cyber security architects in developing the budget, the implementation plan/schedules, and shepherding projects to completion.

Updated Microsoft Access applications to streamline fee reporting.

Utilized PMI standards to facilitate projects being completed on time, within budget and scope.

Strong program oversight and managed contingency planning and appropriate documentation for PMO.

Worked with the Business, Project Manager, and other key IT stakeholders to review sourcing and contracting efforts with potential to impact IT.

Perform risk analysis for new vendors providing hardware, software, or Hosting services.

Communicated these risks to the business and the Supplier so they could be either mitigated or accepted depending

on the impact.

Reviewed the Vendor proposed solution with various IT Stakeholders to obtain their approval prior to finalizing a contract with the Supplier.

TD Bank Jan 2019 – Apr 2019

Program Manager/ Sr. Project Manager

Further enhanced skills in financial environment including infrastructure/architecture, application, and web development. Used SAFe methodology core values of business alignment, transparency, quality, and program execution in accomplishing program and business objectives. Attended 3-day TD Bank training in March 2019 to enhance those skills while this process was in its early stages of application at TD Bank.

Published an issue status reports on a biweekly basis to communicate the issue status and potential project impacts to the client & stakeholders.

Postproduction Application Management and issue management to meet the contractual SLAs.

Managed projects within an Agile framework for Robotic Process Automation commercial software for consumer banking project initiatives. Of 6 projects responsibility, 5 were fully engaged with the Agile methodology, another 1 was Waterfall and not yet fully engaged in the Agile methodology.

During course of contract, constantly utilized Jira, Confluence, MS Project, collaborative SharePoint repositories, Clarity, and financial reporting systems. Provided timely and accurate status reporting in Clarity including resource management, management of project financials through proprietary Magellan/Adapt pivot table database that was a data mine of Clarity information and financial reporting platforms.

Review submittals, schedules, the scope of work, contractor/vendor negotiations, project oversite

Managed teams of over 60 internal/on-shore and offshore cross-functional team members (business analysts, development leads, solution architects, business owners, quality testers, vendor developers, etc.) conducting, facilitating and coordinating daily Scrum sprint review meetings and twice per week technology review team meetings providing timely meeting recaps for all meetings.

Manage the portfolio of projects through the full project management and software development lifecycle.

Lead to the development of program or project scope statements, in consultation with applicable stakeholders (program/project charter and SOW).

Submitted requests in ServiceNow and secured resources for non-functional testing and application deploy resources working with resource assignment coordinators for both U.S. and cross border Canadian support resource requirements. Evaluated, planned executed and successfully deployed IT COTS applications for infrastructure development, including vendor ability to provide adequate support and training. Developed deploy implementation plans and coordinated app deploy to performance and business acceptance testing and production environments.

Project under extremely tight budget/time required modification to keep cost intact.

Managed technical leads, PMO governance, and cross functional teams including Waterfall and Agile project methodology, vendor management, sprint production planning and implementation. Used solid PM skills in leading business analysis, solution assessment, resource planning, change management, deployment, and post-production support.

Amtrak Jul 2017 – May 2018

Program Manager/Project Change Manager

On a one-year contract that was completed early, managed PIDS operations & maintenance initiative to update, change, upgrade, and standardize Amtrak’s Service & Repair support contracts with various key Information Display vendors (budget $5 million).

Providing project management expertise in implementing medium to large (>$1 million) complex software development projects.

Utilized 6-sigma approach to define and analyze current processes and issues, identified, and analyzed root problems, and developed a road map for resolution. Resolution included new vendor standards, call center and problem handling procedures, contractual agreements, training plan, and implementation and support plan.

Performed all aspects of Project Management including defining project structure and goals, creating/monitoring project plans, reporting progress to stakeholders, monitoring project scope and issues, identifying and tracking issues.

Responsible for Daily Issue management and Resolution.

Regularly used professional post-production support. Managed technical leads (team size: 30 people), PMO governance, and cross functional teams including waterfall project methodology, vendor management, training planning, production planning and implementation.

Project scope development, maintain budgets, process invoices, and control overhead costs.

Ensure proper project management practices are used throughout the project lifecycle.

Applicable industry safety standards, guidelines, and specification codes.

PM skills in leading business analysis, solution assessment, resource planning, Change Management, deployment, and post-production support. Evaluated, planned, executed, and successfully deployed IT COTS applications for infrastructure support, including vendor ability to provide adequate support and training.

Identify and manage stakeholder expectations in elicit and document requirements which define Statement of Work (SOW) and monitor and control project scope.

JPMorgan Chase Mar 2016 – Dec 2016

Program Manager (IPM)/Applications Development Manager (ADM)

As an ADM and IPM sub-contracted for nine months through Insight Global, Inc., led corporate merchant conversions projects including Consumer and Community Banking, Auto Lending, Mortgage, and Credit Card Services lines of businesses (budget $20 million). Led large, complex, and highly visible implementations (team size 40 people) that involved building servers from the ground up, configuring firewalls and VM ware, Tech Refresh of Unix and Wintel servers and SQL and Oracle applications.

Managed five project teams concurrently that included subject matter experts (SMEs), software applications developers and data cleaning and migration teams for projects with significant financial and customer relationship risk.

Project reviews, driving consensus, proactively identified, resolved technical issues, and removing team’s impediments.

Managed teams of systems integrators and developers involving API interfaces and Web services including Websphere and SOAP protocols for bank critical software applications. Utilized JPMC’s various PM processes and tools including Clarity, MS Project, MS Office Suite, Jira and MS Azure, HP ALM requirements management tools, Work Request Management processes, Technical Asset Management processes, and Demand Management systems.

Led applications development team using BaseCamp project management collaboration tool, and JIRA defect management/tracking system in successfully implementing roll-out of mortgage and lending path project including re-imaging existing web application platforms.

Managed the Agile software development project to completion on schedule and on budget. Was involved with SaaS implementations/support and cloud computing/analytics and migration.

Developed and managed work plan and provided project status reporting to key executive stakeholders.

Fully achieved the expected enhancements of the web experience including mobile and non-mobile applications. Responsibilities included testing/use cases planning and development, load testing/balancing, deployment, and disaster recovery planning, including evaluation, planning, and execution and successful deployment IT COTS applications for infrastructure support, including vendor ability to provide adequate support and training.

Projects were high priority and Critical Availability Framework (CAF) projects in a Waterfall and hybrid environment (Waterfall and Agile). Successfully delivered products strategically through collaboration and consistent communication with the right groups and businesses partners.

Negotiate with sub-contractors/vendors, and oversee the scope of work

Ensured projects were completed in accordance with the project Charter, Requirements, Architecture Design, and other relevant firm-wide guidelines.

Coordinated Resources (staff, equipment, vendors, and consultants), managed Change Management, and ensured that the correct organizations and Lines of Business (LOB) that were cross impacted were identified for every initiative.

Reviewed the architectural designs with the Architects and designers before project-kickoffs.

Resolved issues through mediation, negotiation with CIO management, or escalation via Escalation Management knowing when/what to whom to escalate.

Demonstrated ability to prioritize issues on the critical path while understanding subject matter to facilitate meaningful issue and risk discussions.

Applicable inspection methods, procedures, and techniques.

Closed projects and decommissioned databases and servers to clear all Oracle, SQL applications and other instances of the old environment where required.

Amtrak Oct 2013 – Feb 2016

Program Manager /Sr. Project Manager

Managed corporate call center Main Data Center (MDC) strategy programs (budget $10 million, team size 30 people) which included Virtual Desktop Infrastructure (VDI) Proof of Concept and VDI Pilot, Storage Area Network (SAN) capacity expansions, server and applications refresh, upgrades, and various expansions to improve the customer experience. Also, evaluated, planned executed and successfully deployed IT COTS applications for infrastructure support, including vendor ability to provide adequate support and training.

Managed (Planning, tasks tracking, resource allocation, release plans, risk management, configuration management, issue / bugs tracking, release process, customer communication, issue resolution, stakeholder management).

Utilized BaseCamp, and JIRA defect or issue management system and MS Azure cloud services in successfully implementing roll-out of e-ticketing purchase path project concerning re-imaging an existing web application. Managed the Agile software development project to completion on schedule and on budget. Fully achieved the expected enhancements of the clients’ web experience including mobile and non-mobile applications. Upgraded and enhanced the Project Planning process implementing a PM structure to include testing/use cases planning and development, load testing/balancing, deployment, disaster recovery planning, and close-out lessons learned.

Monitor project progress, schedule, costs, scope, and customer satisfaction and proactively report project performance to project sponsor, PMO and Portfolio manager.

Successfully completed call center Automated Call Distributor (ACD) IT – telephony server upgrades and release management and provided PM leadership for all Call Center capital IT projects for infrastructure upgrades and expansions.

Managed the roll-out, scheduling and upgrades of the network infrastructure that formed the enterprise network of Reservation Sales Call Center services. The projects included Web-based, and Oracle and SQL applications and migrations. Worked with stakeholders to conform to their standards while meeting client objectives, and planning/implementing the new environments.

Train monitoring staff and study site personnel on the protocol and applicable regulatory requirements in collaboration with pertinent project team members.

Led critical initiatives mapped to business goals and objectives.

Led implementation teams, data cleaning and migration processes while updating projects schedules, scheduling weekly project team meetings, and providing project status reporting in order to track project status.

Managed multiple budgets while managing timelines accordingly.

Managed the sponsorship and management of communications.

Acted as the consistent point of contact for clients and internal groups.

Communicated, demonstrated, and prioritized needs of sites.

Created Statement of work (SOW), deliverables, scope, SLA’s and timelines and performed risk analysis for new vendors.

Created RFIs and RFP’s and sent these to targeted vendors, reviewed their responses, facilitated vendor demonstrations, scoring and decision making in collaboration with IT and Business leadership.

Worked with Finance for Purchase orders and contract award, also handled vendor on-boarding payments, accruals and invoicing for large scale ($2+M) Cloud migrations and version upgrades.

Worked with the Business, Project Manager, and other key IT stakeholders to review sourcing and contracting efforts with potential to impact IT.

Perform risk analysis for new vendors providing hardware, software, or Hosting services.

Communicated these risks to the business and the Supplier so they could be either mitigated or accepted depending

Amtrak Dec 2005 – 2011

Positions of Senior Project Manager, Program Director Customer Service (CS) & Marketing, Senior PM Engineering Support:

As Sr. Project Mgr/ Transportation Business Analyst for SAM program (2008 – 2011), responsible for working with the Strategic Asset Management (SAM) Senior Program Director, the Systems Integrator (Accenture), and the PMO to ensure that the SAM program ($315 million, team size 355 people) for integration of 6 SAP modules (Finance & Controls, Technology, Engineering and Maximo system, Materials/Logistics, Purchasing, Bus Info Systems, and Intelligent Transportation Systems) of Amtrak train rolling stock supply chain, materials, and finance systems management systems.

I structured, organized, developed, and properly implemented processes across 37 enterprise interfaces including the Change Management Process across the many user enterprise base.

I conducted the Change Management process as the PMO liaison driver for the program directing and managing Accenture as the consultants for this process and the overall change process implementation.

I was also responsible for program vendor management including on-boarding/off-boarding, project status and program time reporting. Managed the Ariba consultants in the SAP technical conversions of Amtrak’s e-Trax Ariba purchasing system and spent one month during this implementation to provide support and knowledge guidance at the Amtrak Los Angeles ticketing site.

Extensively used skills in Microsoft Project Professional Enterprise, Microsoft Office Suites, Project Portfolio Management, SAP enterprise modules, and FinGate financial systems.

Was project SME and leader in Amtrak's IT PMO quality compliance process and Operational Readiness management. Worked across many organizational lines and levels and functioned effectively in a matrixed environment.

Program Director CS & Marketing 2006 – 2008

Responsible for all Call Center agent user interface development and enhancement efforts at Amtrak’s two train ticketing Reservation Sales Call Centers - Riverside, CA, and Philadelphia, PA (budget $35 million, team size 30 people).

Also was directly responsible for managing the design, development, release, and maintenance of current and future agent productivity applications supporting the specialty customer areas (Customer Relations, Outbound Marketing, Group Sales, and Customer Notifications) within the Call Centers.

Senior PM Engineering Support 2005 – 2006

Provided infrastructure Project Management for the Engineering Support group at Amtrak Technologies (AT) Engineering Division client including technical management and leadership of Support System Engineering, Server Administration, Database Admins, and Help Desk personnel.

Provided technical management of teams across multiple platforms including Oracle and SQL Servers.

Database activities included data cleaning and migration, production and non-production duties including manning a production support team 24x7. Responsibilities also included hiring, budgetary responsibilities (budget $30 million, team size 20 people), and interfacing with application teams at the corporate data center to manage all release management.

As SAM Program Manager and PMO lead, completed the second largest program ($135MM) in Amtrak’s history on time and within budget.

Managed enterprise infrastructure projects and schedules from conceptual design through the Quality Gates and Operational Readiness processes ensuring successful passes and compliance at the highest standards.

As Program Director CS & Mktg, led and managed the implementation and release management of a Call Center automated customer notification (ACN) application tool that pre-notified customers by SMS and e-mail concerning train delays and scheduling.

As Sr. PM Engineering Support, staffed and managed resources of the ongoing AT/Engineering Support organization.

Provided PM leadership in functional areas including Engineering Division, Purchasing and Procurement, corporate AT Systems Engineering, PMO, the Amtrak Manassas VA Data Center tech support team, and Reservation Sales Call Center Systems tech refresh and systems support.

QVC 2000 – 2005

Senior Project Manager

CS Optns & Engineering Division Jan 2004 – Nov 2005

Transferred from IT PM position to Sr. PM to provide required Professional PM leadership for all Call Center CS Operations and Engineering Division projects (budget $60 million, team size 20 people), and served role as a process problem-solving Ombudsman reporting directly to the Sr. VP of CS. Overall responsibilities included structuring, managing and implementing project plans and release management process according to best PM standards and practices in addressing IT and Production Support priorities, and system enhancement for all applications and processes.

Solid intra-, and inter-company PM performance resulted in sales of over $100 MM and enhanced averages in Speed of Answer, Call Time, Abandon Rate, and Resolution Time for first partnership airing with Dell Computers.

Structured and created new Resource Planning model to manage the call center staffing process more optimally and consistently. The model solution included:

Network-wide process gap analysis of individual site processes.

Developed a new process flow which improved the coordination of hiring and training strategies.

Enhanced planning efficiencies.

Achieved reduction in hiring process cycles.

Improved cost-effective training capacity utilization.

Improved customer service quality including Average Handling Times and Occupancy rates for the Call Center representatives.

IT Division QVC, Telecommunication Projects, and Planning Dept

Mar 2000 – Dec 2003

Project Manager

Secured PM position in Telecommunication Projects and Planning Department with QVC based on success record and demonstrated skills in re-engineering, infrastructure implementation, and business applications processes. Role also included consultation liaison to the Department’s PMO concerning the application of standard PM Planning and Implementation processes.

Regularly used MS Project for schedule establishment and tracking of work based on breakdown structures and milestone templates, project engineering processes for infrastructure project initiation to implementation, and system equipment refresh/upgrades and release management.

Provided structured project management for multiple telecommunications infrastructure projects (budget $35 million, team size 20 people) including project objectives and deliverables, project plans and budgets, industry studies, status reports, time accounting and resource plans.

Conducted project meetings, built teams, managed vendor, and negotiated vendor relationships and major equipment purchases, and ensured that all scheduled activities were on time, within best practices guidelines, and on budget.

Managed enterprise-wide teams for software applications development and release management, Cisco hardware upgrades and management of system capacity and security for Call Center Operations, Customer Service applications, QVC Retail Stores and Supply Chain Distribution Centers, Order Entry, Call Centers, B2B transactions, and the overall QVC inter/intranet operation.

Education:

MBA – Finance

St. Joseph’s University, Philadelphia, PA

Bachelor of Engineering, Chemical Engineering

City University of New York, NY.

Certification:

PMP Certificate from Project Management Institute, West Chester, PA.

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