Patrick David Carr, PMP®, SSM

Summary:

Over fifteen years of experience in Agile and Waterfall project management, worked with a wide variety of projects in the IT, Insurance, Telecom, and Manufacturing IT industries, including software development, application development and vendor managed service implementation. Strong understanding and experience with project management and agile. Solid background in both business and technical processes having served in such roles as Account Manager, IT Manager, Testing Manager, Vendor Manager, Scrum Master, Program Manager and Project Manager.

Qualifications/Core Competencies

PMP

Scrum Master

Team Leadership/Mentor

Change Management

Risk Management

Vendor Relationship Manager

15+ yrs Project Manager

Skilled in Agile and Traditional project methodology

Driving for success and accountability in all efforts

Experience:

Self

6/23 to Present

Trustee – Special Needs Trust (SNT)

•Researched the requirements, functions and establishment of a SNT

•Set up legal team to create SNT, value of trust $1 million

•Managed SNT day to day operational issues including financial and tenants on property

•Managed the creation and execution of Emergency Order of Protection and Order of Protection to handle violent tenants

•Managed eviction process for delinquent tenants

•Managed clean up and repair work to restore property

6/22 to 4/23

Program/Project Manager – Caterpillar

Managing a New Technology Initiative (NTI) program for Tier 5 Clean Diesel Emissions program consisting of 15 projects and an annual budget of $11 million dollars

Managing a worldwide team of 30 – 40 engineers involved in all aspects of these project from SDLC for those projects deploying software to moving projects into the New Product Initiative for those deploying Hardware and Software

Responsible for facilitating the rescoping of multi-year project that encounter change of direction or budget

Responsible for creating and maintaining project plans that are both flexible and bring accountability to the program

Responsible for guiding and tracking project teams progress as they move through the NTI Gateway, tracking and reporting variance as needed

Deployed several new tools into the program environment that enhanced productivity and visibility into the program’s work

Established a cadence in the program for updates, control meetings and reporting

Alipro

10/21 to 5/22

Project/Scrum Master & Product Owner – Country Financial

Using Agile methodology running daily standup, backlog planning, review and retrospective, and team planning meeting on a two-week sprint cycle for a proprietary Application Development Project

Took over and learned the Product Owner Role a month into the assignment

Managed an ITS team creating proprietary Group Insurance applications for COUNTRY Financial Agents

Responsible for guiding teams to deliver using an iterative development process

Reduced our PI Planning time through targeted grooming sessions

Worked with the Client Vendor (Troika) and Client Release Train Engineer to identify and solve developer resource issues

Responsible for routing backlog grooming for all releases

Responsible for documenting software requirements and features and translating those requirements and features into technical requirements for the application and software development Teams.

Facilitate the creation of features, epics, and stories following Agile/Scrum-based software development.

TEKSystems

10/20 to 10/21

Project/Scrum Master - Caterpillar

Using Agile methodology running daily standup, backlog planning, review and retrospective, and team planning meeting on a two-week sprint cycle

Managing four agile teams; Retail (4 lines of business), Digital (2 lines of business), Analytics and Salesforce

Develop and manage Business unit communications

Lead special project using both waterfall and agile methodology

Conduct Team planning session quarterly to plan work for sprints

COUNTRY Financial

5/16 to 4/20

Program Manager Consultant

Managed a COUNTRY Information Technology effort to move from a Staff Augmentation model of external Project Managers (PMs) from various organizations with varying billable rates to a pooled group of PMs with one organization as a managed service.

Managed selection of a project management supplier and the transition from the diverse group of external PMs to the selected supplier’s project managers.

Renegotiated pricing for external PMs from a managed service model to a hybrid managed service model.

Managed the effort to select a Vendor Management System (VMS), Fieldglass, including the negotiation of pricing.

Managed the selection of a Managed Service Provider (MSP) Monument LLC

Managed Vendor Relationship, including regular monitoring and metrics review of KPI’s and SLA’s.

Full cycle project management of the implementation of Fieldglass, coordinating the efforts of the Fieldglass, Monument and COUNTRY teams as a supplier funded model.

Created change management presentations showing the benefits of the MSP/VMS model to COUNTRY Management and to suppliers.

Developed and implemented a Contingent Workforce Office (CWO), e.g., definitions of pricing models used by the CWO, Vendor and Worker onboarding processes.

Streamlined COUNTRY’s new resource onboarding and security access process.

Conducted governance procedures on two of the largest CWO vendors, addressing performance issues, assuring contract compliance and conducted Quarterly Business reviews with the supplier and the suppliers COUNTRY stakeholders.

Developed Program Management processes and procedures specific to COUNTRY’s Ariba Spend Management (SM) program, aimed at stabilizing and maturing the Ariba environment.

Identified projects in the SM program.

Managed the SM Project, created dashboards to report progress up to directors

Kforce

6/15 to 5/16

Consultant – Project Management Consultant – COUNTRY Financial

Managed Strategic Partner Transition Initiative (SPTI); bringing global partners (Cognizant & Infosys) to COUNTRY; therefore, allowing COUNTRY offshore development, testing and Helpdesk capabilities.

Worked with COUNTRY teams and Strategic partners to determine the number and timing of knowledge items to be transferred from COUNTRY to the Strategic Partners. Project budget about $15M per year.

Created the processes and procedures specific to SPTI program, e.g., Program structure and organizational chart, communication plan, program meeting cadence, agendas and project plans.

Created dashboards for senior management (Directors to CIO) showing progress, roadblocks, and issues determined by area.

Tracked and resolved roadblocks to team transition.

Worked with Directors post transition to rationalize the next year’s budget, from a projected $20M to $15M.

Alipro LLC

09/08 – 05/12 & 6/13 to 6/15

Consultant – Project Management Consultant - Caterpillar Inc

Managed financial business model for a manufacturing research division with a $35 million budget including Department of Energy (DoE) funding.

Managed a worldwide divestiture program transferring assets from Caterpillar to their dealers.

Managed a Logistics program setting up a Logistics hub with at $5 million budget.

Managed 4 separate research programs with budgets between $8 and $12 million.

Led a team of section managers to identify the need for and modeled a division level process to develop and implement a change control process in the Applied Research Division.

Identified need for, Created, deployed and implemented a streamlined division level budget process, including exempt, business unit and government funding.

Project Management Consultant on five simultaneous Six Sigma projects, each with budgets in excess of $3 million and world-wide teams.

Planned and managed project moving $40 million dollars of business from one supplier to another for Caterpillar, project had cross functional and remote teams located around the world.

Worked on several Product Health initiatives to analyze processes to reduce expenditure of warranty dollars and identify root cause of product defects.

Teach Project Management and PMP ® certification training at Illinois Central College

MajescoMastek

05/12 – 6/13 Consultant – Project Manager – State Farm

Project manager; Enterprise Billing and Payments for MajescoMastek’s STG Billing solution cross work stream interactions.

Developed STG project charter, project management plan and program handbook

Managed several work streams coordinating the onsite and offshore work of the functional, integration, infrastructure and data conversion teams.

Managed program finances from forecasting to invoice creation to payment by client approximately $15 million annually

Ran day to day business of local branch office

Managed relationship between Quality Management Section and work streams; oversaw development configuration management plan, communications plan and other project management plans.

Coordinated onsite and off shore client and company technical resources to establish connectivity between ODC and client.

Designed and managed obtaining sign off on critical and high action items that came out of Requirement sessions), resulting in a significant reduction in project execution timeline

Developed with External Staffing a no-PAR on-boarding model for on-site and off shore resources.

.Keane Inc.

06/07 – 09/08 Consultant – Project Manager – Insurance IT Industry (American Family)

Planned, managed and controlled multiple projects throughout the entire software development lifecylce for this client’s E-Apps Webshere program with approximately a $2 million annual budget. Application faced approximately 4000 insurance agents.

Managed and directed an application outsourcing group with approximately 10 off site resources.

Negoitated and managed sub contracts with other groups in the client’s I/S department.

Created a strategic and quarterly planning process for this program.

Created and deployed a project management, change management methodology and Quality Assurance process taliored to the E-Apps program.

Created, preseted and deployed several Program Management processes taliored to the effective planning, management and control of the clients Webshpere E-Apps program.

06/00 – 6/07 Consultant - Software Test Coordinator/Manager – Insurance IT Industry (State Farm)

Planned, managed, and controlled all facets of testing for an Insurance claims bill management system over the course of 3+ years. This effort had an annual testing budget of 1.5 million dollars and a team of 3 - 16 resources.

Managed the succesful testing and implementation of 6 interdependent projects in Life systems, each with approximately a $500,000 budget, with teams ranging from 2 - 11 resouces

Developed a mentorship and training program for Test Coordinators and Analysts.

Led an index matching application team working with Technical and Business teams to define functional and non-functional requirements.

Managed, planned and controlled project work that spanned both on and off shore teams

Facilitated meetings with business and technical partners defining technical infrastructure and environment issues for claims based systems.

Established communication paths to keep project manager, team members and business partners informed on progress of testing using metrics to show the status of test case execution and defect resolutions.

Identified test environment security requirements to data security and control access to the environment.

Coordinated test delivery team and the business partner teams to validate test conditions.

Employed several test tools in the validation of testing traceability, linking test cases to conditions to requirements.

Coordinated project team and other performance groups in defining performance environment and test plan, developed and executed performance testing for projects.

Education:

ASSOCIATES DEGREE - Business, Illinois Central College East Peoria, IL, USA

BACHELORS DEGREE (magna cum laude), Organizational Leadership – Eureka College, Eureka IL

Certifications:

Project Management Professional (PMP) Certification – 2006

Safe Scrum Master (SSM) Certification - 2021

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