Frank J. Barnes 586-***-**** Bradenton, FL

ad4n9u@r.postjobfree.com www.linkedin.com/in/frank-barnes-851382114

PMO Program/Project Manager

Strong PMO Program Management capabilities.

Strong Project Management functionality, extensive history of accomplishments.

Skilled in Microsoft Office tools.

EXPERIENCE SUMMARY

Frank’s professional background includes strong Engagement Management, Project Management and Business Analytics work with Financial and Business Intelligence systems. He has developed a remarkably diverse and global work experience which allows him to achieve outstanding results in all assignments. He has worked with and led highly skilled global teams of individuals who supported his work effort. Frank is a very resolute and diligent individual, who strives to perform his work at an extremely elevated level of success, with a proven record of completing all tasks assigned within the time allotted and for the identified funds.

Frank has strong Automotive Industry knowledge having worked for over 30 years for General Motors. He implemented multiple Business Intelligence and Financial systems for General Motors. He continued to work as a Project Manager for Capgemini consulting organizations supporting General Motors and other Clients for over 17 years, implementing over 15 systems on their behalf. Frank has performed Project Management work in several Staff Augmentation roles for individual clients since. Capgemini training– SAP SAFe, Agile & ITIL certified.

Professional Experience

Insight Global - Dates of Employment 2023 – 2024

Job Title – Project Manager

Clients:

Masonite LLC

oPerformed the role of a Project Manager supporting the implementation of of a Manufactured Services Provider – Kinaxis.

oI was required to help establish a Project schedule for the implemetnations of the Kinaxis software toolset. Worked with the Kinnaxis Project Manager to establish tasks and goals to be completed during specific time frames.

oMonitor the Daily and Weekly implementation tasks and goals, working with the Kinaxis Project Manager.

oWe worked with the Masonite Business Team to extract their current business data from their existing Data Lakes, for loading into the Kinaxis toolset. We needed to develop daily API’s to run every morning to load the most recent data to the 3rd Party toolset.

oEstablished weeekly project update meetings with Kinaxis and the Masonite Business Management team on the latest status of the project.

oSupported 2 other Projects for Masonite in the area of System Development.

oPerformed these projects using Agile and identified Sprints to generate the new code.

oOne was in the area of Quality Reporting of the Manaufacturing activities on a weekly basis to identify where they needed to support or improve their performance.

oSafety performance within the plants on a weekly basis and Order to Completion for each of the Customers orders placed on a weekly basis. Completed the initial setup of the development and Sprint plans.

oProvided Support for the 3rd project, which is to Sunset an existing 3rd party providers software.

oEstablished series of tasks and actions which needed to be performed to close out the software access and interactions with the Masonite internal systems.

oWorking with the Masonite Business and IT Teams to disengage all relevant segments of the 3rd party software.

oThis proejct will be closed as of April 1st, which required us to act rather quickly to meet the end date of the software contract.

Refresco Bottling Co.

oI performed the role of Project Manager for a major implementation of new purchasing functions related to the liquids required to make the final products.

oThe project required working with over 40 Plants in USA, Canada and Mexico. Each plant had a different supplier of the essential liquids to be used for developing the final product.

oI developed a schedule for implementing the new purchasing process and interaction with the local providers of the liquids.

oWe needed to determine the Delivery schedules for each of the plants based upon their productions schedules

oWe had to consider the onsite Storage capability for any additional shipments of liquid for production or residual contaners due to down times in production.

oEach Plant had their own logistics requirements for size of shipping contaners and storage facilities. We needed to also monitor the environmental aspect for each of the Plants especially if the liquids were stored in an outside facility. Severe cold would impact the sustainability of the liquds used.

oI met with each of the Plant Managers and Quality Teams to establish a strong schedule for implementing the new Purchasing schedules based on their Production Schedules.

oWe implemented the schedules for all Plants and had very few issues, mostly related to delays in shipment from the Suppliers. We were able to easily overcome those issues.

Capgemini - Dates of Employment 2006 – 2023

Job Title – PMO Program Manager / Project Manager

Coca Cola Inc –

oSupport implementation of a New Financial System – BRIM - S/4 HANNA Project Manager to establish UAT functions and activities. Duration 9 months

oResponsibilities –

Identify and develop UAT activities to be performed for BRIM implementation.

Establish a meeting schedule to capture client requirements for UAT.

Document the UAT Requirements.

Establish a schedule for the UAT Support Teams Meetings

Develop UAT Triage meeting schedule.

Collaborated with the Client data team to determine when the UAT data will be available.

Help to develop Test Cases to be performed for UAT.

Help to establish a Test Case support tool – Azure Dev Ops -to capture and monitor all Test Cases being performed.

The Test Case tool – Azure Dev Ops - will also capture and monitor all Defects reported and remediated.

Host the Daily Triage meeting reviewing all the Defects and the status of each of the Defects.

Attend all Project Team meetings to report the latest status of the UAT activities.

Provide weekly status reports for the Client CIO on the UAT Status.

APTIM Inc –

oSupport implementation of the Infor LN ERP System, a Managed Services Provider. This required the replacement of 2 Oracle ERP systems with the Infor LN ERP series of 4 systems. The role was as the APTIM Project Manager, duration 12 Months.

oThe position as APTIM Project Manager to manage the implementation of the Infor LN ERP, WorkForce Management/Payroll and Global HR modules, while identifying all in scope locations for the Client.

This was a 12 month project with 3 different phases. Replacing 2 legacy Oracle systems. Enlisted the help of another Capgemini Team to provide Data Migration services. Then I was responsible for both activities.

This project required working in Baton Rouge on a weekly basis to monitor and support the client with the implementation and training for the Infor software modules.

Monitoring and assisting the Infor Implementation Team with their daily workload and scheduling of work events with the client. Ensure that all aspects of the project were on schedule.

Working with the Data Migration Team daily to ensure proper and timely data movement.

Also worked with the scheduling of the data moves in conjunction with Client Financial activities. These moves needed to be coordinated with the Client Finance Team for review and verification of the data conversion.

MS Project was the key tool used for managing the Project tasks and schedule.

The Project was completed on time and within budget for the phases I was responsible for.

Capgemini LLC – Infor Merchandising

oPerformed the role of Program Manager / Project Manager supporting the sale of services for implementing Infor software modules to our clients. Provided support for the implementation of Infor ERP Services for the Client. This role was for 24 months.

oResponsibilities – Fulfilled the role of Program Manager for the Infor Service Line. Supported the development and presentation of over 6 Sales Proposals to the clients. Working with the Marketing and Sales Team and the Infor Service Line Leadership helped to develop several tools to support the Infor products the team was responsible for delivering.

oAttended multiple Infor component training classes in conjunction with the products assigned to implement, support and market through the Infor Partnership. Became Infor Deployment Methodology certified during these training efforts. Was certified as a M3 implementation specialist, and LN implementation specialist after completing Infor training for both software modules.

Global Internal Capgemini Implementation Project

oMy position was as Project Manager to manage the implementation of the SaaS SAP – Fieldglass Vendor Management System (VMS). Identify all in scope locations for the North American Region (NAR). Establish communication with all impacted Organizational Unit Leads to support the implementation of VMS within their organizations.

oVMS is a new tool to identify, onboarding, track time and manage all External Resources daily for the duration of their contracts. VMS allows Suppliers to have direct electronic access to Capgemini requirements for external resources and present potential candidates for the available positions. Project statistics – Over 230 Suppliers, 1500 Subcontractors and 900 Capgemini End Users were trained on the new system and process for handling External Resource Management.

oWe needed to establish a strong relationship between the VMS Global Project Team and the NAR Project Team to support the implementation and training of the NAR. Subcontractors, Suppliers and Capgemini Employees.

oGenerated a joint Global and NAR project plan to meet the needs of several Capgemini Corporate organizations – Finance, Purchasing and Business.

oImplementation was completed and responsibilities for monitoring and support of the tool will be turned over to the NAR Local Administrative Support Team located in Guatemala.

Johnson Controls Inc. – Project Manager

oThe role was to help perform Due Diligence activities in relation to the review of new business with Johnson Controls Inc. My position was as project manager to identify all in scope locations as part of the JCI Deployment Team. Work with the JCI Deployment Team in generating the Deployment Plan, Strategy, Schedule and Playbook for deployment within the current Corporate IT environment for the client. The total number of locations is 350 globally. Also supported the introduction of the JCI Client to the Capgemini – iSAP Methodology, Roll Out Tool Kit (ROTK) and the Country Specific Localization (CSL) tools used exclusively for deployments of SAP tools.

oHelp to support the redeployment activities being performed for the Building Efficiency Group of JCI.

Key activities defined were the common set of applications required for deployment at each location.

What applications will need to remain at each location and reside in Co-Existence with the new Corporate SAP program suite.

Which applications may be rationalized once the new SAP program suite is installed, including any savings derived from the rationalization of those applications.

Southeast Consortium for Unemployment Benefits Integration (SCUBI) - Interface Requirements Development

oThe SCUBI System Development is to provide support for the Unemployment Insurance Processes for North Carolina, South Carolina and Georgia. My role was as Senior Consultant gathering data requirements for the required Interfaces to and from the SCUBI System for the States of South Carolina and Georgia. Work activities included:

Establish Client IT and Business Workshops to gather current system requirements for each interface.

Capture the Business and IT requirements for migrating from the Legacy systems to the SCUBI System.

Work with the Legacy System Migration Team to capture the proper data conversion migration paths from the Legacy Systems to the SCUBI Systems.

Present the finding and results of the Workshops to the State Implementation Directors for review and approval.

Work with the SCUBI Test Team to verify they have the proper testing modules and functions built into the test cases for each interface.

The work required my presence for 6 months in South Carolina and 5 months in Georgia working with the Client Teams to develop their specific needs for the migration of data.

Capgemini Client - General Motors Corporation - Held several Project Management positions noted below related to Automotive Manufacturing, Engineering and Finance - development and implementation of Manufacturing, Financial and Business Intelligence support systems.

Global Employee Benefits – PMO Project Manager

oPerform the role of a Corporate Project Manager, Establish the projects identified by Human Resources leaders, handling / monitoring multiple projects being performed by the BPO suppliers of the benefits and health care departments.

oEstablish the project Kick-off meetings, align the gathering of business requirements, lead the development of the test strategy and test cases to be used for the project.

oMonitor the delivery of completed milestones and track the budget for each project to verify timely delivery and deployment of the solution.

oCurrent project load is:

Data Remediation – review of over 1 million former employees and their status for potential pension benefits and their benefactors.

Price –Waterhouse - Audit comments remediation within the Pension & Benefits Plans and actual system processing the awards for the participants.

Auto enrollment – this is the establishment of auto enrollment of current employees who do not participate in the savings plan.

Completion of Career – system enhancements and helpdesk creation for employees who would like to determine when they will retire.

2 projects which will monitor the current provided health care level for participants and when their health care should be eliminated based on current status of the participant.

Global Locate To Order (GLTO) – Project Manager for GM global platform modifications

oThe tool was developed to supply vehicle information to B2B and B2C organizations and individuals.

oThis is a web-based application which required transmission and receipts of corporate build and sales information with 4 other inter-company applications and 2 external data repositories.

oWe were tasked with several major enhancements to the application which required extensive testing of the interfaces, regression testing, and several iterations of joint testing with the other applications either supplying the information or receiving the information. Coordination of the testing needed to be very precise because of the techniques for updating the data repositories,

oThe project was completed with very good results, on time and within the identified budget. We did have 4 change controls which led to additional revenues and requests for additional Capgemini resources.

Worldwide Product Cost System (WPCS) – deployed in almost every GM automotive plant around the globe. It provides precise cost of the vehicles as they built and leave the end of the assembly line.

oI was Project Manager for deployments of WPCS in - India (1), Thailand (3), Uzbekistan (1), Brazil (3), Canada (1), Mexico (1) and Europe (2) – 12 deployments in total.

oImplemented 12 enhancements to update functionality for the changing processes within the Financial/ Business processes for the client.

oWPCS is a Legacy system that is built with COBOL, DB2 and 3rd generation interfaces with several of the client’s other legacy systems for purchasing, vehicle ordering and SAP environments.

oProvided interface to the Global Product Cost team and the local plant Financial Teams to implement WPCS at each plant.

oAll projects were completed on time and within budget.

Vehicle Cost Analysis Management System (VCAMS) - The VCAMS application supports the Vehicle Development Process (VDP). It provides cost information to meet cost targets by delivering a cost reporting process throughout all phases of the VDP and program lifecycle. It provides this data in an on-demand environment with a common format, which is usable across functional organizations and geographic regions.

oProvided Project Management support for 2 major enhancements to the VCAMS application.

o1st Project - was a major software and hardware upgrade to reduce the cost of maintenance and to ensure maintenance support for the application software being used.

The hardware upgrade was to; Implement 2 new servers one - the Primary in Auburn Hills SMC and another located in the Plano SMC as a redundant Backup. Increased Security capabilities related to non-GM users or Contract users.

The Software upgrades were to:

SAAVON 6.5, Oracle, WebLogic, Micro Strategies and Datastage.

oThe 2nd Project - VCAMS GC (Global Content) – was implemented to make changes to the existing program environment to embrace the needs of the Global Team and reflect the need to have the latest currency exchange rates as compared to the US Dollar.

Capgemini Client - Visteon Corporation - Decentralization and Application Rationalization Project

oThis role was to help perform Due Diligence activities in relation to the pursuit of new business. My role was as lead program manager to identify all in scope applications within the current Corporate IT environment for the client. The total number turned out to be in excess of 300. After several iterations of review and a very productive review session with Stakeholders we were able to get the agreed upon set of in scope applications to 237

oThe Decentralization work was to determine what applications were required by the 4 different Product Groups and move those applications into 4 separate environments to make the Product Groups autonomous from the corporate organization. This work is awaiting final contract approval. Approximately a $6 million dollar project.

Capgemini Client - Atwood Oceanics - RigMax - Oil & Energy

oProject Manager for completion and Close down of a project:

oCompleted documentation of all Business Requirements for an enhancement to an ERP – Maximo application, which supported all aspects of the business globally.

oCompleted the documentation of all Functional Specifications required to make the enhancements to the application.

oMet weekly with the Client CFO and Project Manager to review the status of the project.

oEstablished a weekly review with the Client Project Manager of all Capgemini expenses related to the project to encourage the client to pay the Capgemini Monthly Invoices on time, they were 2 months behind when I took over the project. All invoices were up to date when I left the project. Recovery value was $2.3 million dollars.

Arrow Strategies Consulting – Project Manager - 2 years – Client General Motors

GM Audit Staff - Business Services GMIT

oProject Manager for the GM Incentive Audit Reporting (IAR) enhancement project.

oResponsible for all interfaces between IAR, GM Legacy systems and 3RD Party reporting venues.

oDeployment of IAR to Production and support of training the IAR End Users.

oDaily interface with the development supplier and GM Customer - Incentive Audit Staff Team.

oCompleted the project on time and within budget.

GM Engineering Finance - Business Services GMIT

oProject Manager for the GM Engineering Finance (GEF) Global Engineering Finance Deployment- a Hyperion application - to Canada, Mexico and US.

oResponsible for all interfaces between GEF and: Mexico -Travel, Raft and FDSS applications

oDeployment of GEF and support of training of the GEF End Users at each location.

GM Manufacturing Finance - Business Services GMIT

oProject Manager for the GM Manufacturing Finance - Manufacturing Consolidation System – a Hyperion application - enhancement projects I & II for the MCS-MEX project, which was the deployment of MCS in Mexico and for the Mexico FDSS application interface into MCS.

o CMMI trained by the GM IT Business Services PMO.

GM Manufacturing Finance - Business Services GMIT

oProject Management support for the GM Manufacturing Finance - Manufacturing Consolidation System (MCS) development project. Working with offshore developers in developing a Hyperion Planning solution for the financial consolidation of forecasts and budgets on a monthly basis.

o Provided Project Management support for the deployment of the application across all plants and office facilities for the GM North America Manufacturing Finance organization.

GM Manufacturing Produce Product GMIT

oConsultant providing Project Management and Quality Assurance support for the GMNA IS&S Manufacturing Organization, through their Project Management Office. Mentor to the onsite project managers in the use of GM’s common process SDP for project management.

oProject Manager for GMNA IS&S Manufacturing Produce Product ISO 9001 registration activities.

oGM ISO certified internal auditor.

“Documents By Design” – 1 year – Company Owner

oSelf- employed business owner providing; Project Management support, Business Computer Graphics for presentations, documentation support, database configuration and spreadsheet development for small businesses and business owners.

oCustomized apparel, with Logos, for businesses, sports organizations and schools.

Electronic Data Systems (EDS) – 15 years

oProject Manager -for EDS Corporate process re-engineering activities related to Customer Service Request Management processes. Lead project manager for development and deployment of the common process (SRM) and system to 195 GM locations across the United States.

oBusiness Manager - of the Commodity Services Group managing 26 individuals supporting over a $100 million dollars’ worth of procurement and implementation of common computing environments for seven Divisions at the GM Technical Center.

oFinancial Manager - managing 15 individuals responsible for a $40 million budget at GM Research Labs, with support for procurement, finance, P&L responsibilities, and contract negotiations. Special projects coordinator, my accomplishments included a technology refresh of three existing IBM systems to one platform. Doubling the capacity of the on-site CRAY supercomputer while reducing GM Research Labs Data Center expenses by 20%.

oSystems Engineer Manager - managing 15 individuals responsible for deployment of PC's, Office Automation, HP 3000 Data Center, financial and P&L responsibilities, contract negotiations and Help Desk support at GM Design Center. Established standard PC configuration, software platforms and standardized training for over 200 users.

General Motors – 17 years

oGM Design Center holding several positions during a 17-year career prior to transition to EDS. Computer Programmer, Programmer Analyst, Senior Programmer Analyst, Systems Analyst, Senior Systems Analyst.

oMajor projects of interest; Project Tracking system for the World of Motion - EPCOT project, Process re-engineering NOPIC & OLIMPIC Systems, Work-Load Scheduling system for the Surface Prototype Engineering/Design Engineering functions at the G.M. Design Center

Education

TRAINING:

oCapgemini – Capgemini Engagement Manager Level1 certification. Capgemini Proposal/Sales Development certification. Completed 60 hours per year of Capgemini My Learning training and other available training in areas of; Project Management (Capgemini Classes– Agile & ITIL certified), Capgemini Financial processes, Cultural Diversity, Client Security, Capgemini Corporate processes, and System Development Process (SDP) R10.x training. Introductory training on SAP processes Activate, iCaptivate, SAFe, Six Sigma for Manufacturing, Cyber Training and Harassment Training. Certification from University of Virginia – Darden School of Business – Fundamentals of Project Planning and Management. Infor training and certification on M3 & LN and Infor Deployment Methodology (IDM).

oInternational Institute of Learning – Completed Project Management Institute 56-hour training program for Project Managers. Received certification of training completion.

oEDS – Leadership training- Cultural Diversity, Leading People, Appraisal Workshops. Business – Project Management (EDS certified), Financial Forecasting, P&L Management, Capital Budgeting, Dr. Deming Quality Program and Contract development.

oGeneral Motors Institute (Kettering University) – Computer Based Information Systems development process, Computer Based Information Systems and Systems Implementation Process. Trained in PL/1, COBOL, FORTRAN, SAS, BASIC and Relational Data Structures. Several Management Training classes and seminars

oHIGHER EDUCATION:

oWalsh College – attended while pursuing a degree in Computer Based Information Systems, with a minor in Business Administration. Completed 4 years of studies. (approx. 4 classes remaining)

oWayne State University – Attended while pursuing a Computer Science Degree. Completed one year of study, tranferred to Walsh College.

oMacomb County College – Associates Degree – Computer Based information Sytems

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