Change Management Scrum Master

Nicole Y. Mason

*************@*****.***

313-***-**** (m)

Summary:

Dynamic results driven Sr. Program/Change Manager with over 10 years of experience leading successful projects from initiation to completion and align change management initiatives to support systems, processes and people. Proven expertise in overseeing cross-functional teams, managing project scope, budgets, timelines and ensuring the delivery of high-quality results. Coupled with defining the organization alignment and best practices to support the new technology being implemented.

Key Skills:

Program Planning and Management

Cross-functional Collaboration

Change Management

Quality Assurance and Process Improvement

Risk Assessment and Mitigation Planning

Stakeholder Engagement and Communication

Software Lifecycle Management

Resource Allocation and Optimization

Six Sigma (Greenbelt)

Project Lifecycle Management

Budget and Financial Management

Agile/Waterfall/Hybrid SCRUM Methodologies

Merger & Acquisition Planning

Strategic Planning and Execution

Problem Solving and Decision Making

Data Analysis and Reporting

Regulatory Compliance and Governance

Presentation and Facilitation Skills

Education:

Wayne State University B.S. Business Administration:

−Major/Minor Mgt. Information System (MIS) & Int’l Studies

Kettering University MSIT

Training/Tools: Certified Scrum Master Professional & Scrum Master Product, Lean Greenbelt Certification. Zoom, Google Suite, MSTeams, Skype, WebEx Tool Suite, MS SharePoint, Clarity Portfolio, SaFe, MSOffice Suite (including Visio and MS Project), Jira,Google Suite

Stefanini Group Southfield, MI Mar. 2022–present

Sr. Project/Change Manager—Stellantis (formerly FCA–Chrysler)

●Led cross-functional teams in the execution of strategic initiatives, ensuring effective resource allocation, monitoring progress, and adapting strategies to changing process dynamics for the various groups.

●Facilitated workshops and meetings, utilizing facilitation techniques to encourage participation, drive collaboration, and achieve desired outcomes.

●Managed cross-functional projects across multiple global lines of business

●Demonstrated expertise in utilizing specific technical tools, software, or programming languages relevant to the program, effectively applying technical knowledge to deliver high-quality results

●Consulted with various functional and technical teams to support the workstreams

●Developed strategy to support project implementation and created Change Management approach for organization readiness for the new technology.

●Led process improvement initiatives, utilizing methodologies such as Six Sigma and Lean principles, to streamline workflows, eliminate waste, and optimize resource utilization, leading to cost savings and improved operational effectiveness

●Led high-performing cross-functional teams, fostering a collaborative work environment, providing clear direction, and promoting professional growth, resulting in enhanced team productivity and motivation.

●Developed and executed change management strategies to support organizational transformations, including communication plans, training programs, and stakeholder engagement, ensuring smooth transition and adoption of new processes.

●Proactively identified and addressed resistance to change, fostering a culture of openness and receptiveness, and ensuring successful implementation of change initiatives.

●Led discussions between human resources (HR) department to organize strategies to grant access to anonymized data that includes a breakdown of employees by role across target geographies and office locations.

●Created and manage project schedule, issues, risks, decisions - roll up status reports that represents program progress

●Resource allocated and managed all Change Management activities related to third-party program adoption and worked with the third-party consultant to conduct workshops and develop scenarios.

●Coordinated the scenario prioritization workshop with leaders and developed and coordinate user participation in the survey.

●Managed day-to-day activities of the project. Coordinated the activities of the internal and third-party vendor teams to deliver deliverables according to the project schedule.

●Launch roadshow of MS Migration program to all business areas/CC teams and cascade program information via townhalls, presentations, workshops, adoption labs, etc.

●Managed and executed training plan and worked with LMS team for creation of MS training catalog

Radiant Systems Inc. Arlington, TN Jul. 2021–Mar. 2022

Sr. Program/Project Manager —Stryker Trauma & Extremities (T&E)

●Led efforts to help drive program management across the T& E organization

●Consulted with various functional and technical teams to support the work streams

●Developed and implemented comprehensive program plans, ensuring alignment with organizational objectives, timelines, and resource requirements, resulting in the successful delivery of complex initiatives

●Managed cross-functional projects across multiple global lines of business

●Implemented robust quality assurance frameworks and methodologies, conducting audits and reviews to identify areas for improvement, resulting in enhanced process efficiency and increased customer satisfaction.

●Led strategic review sessions to develop processes to create efficiencies to streamline execution

●Aligned with Engineering PMs to provide guidance and direction on the PMO processes

●Provided overall project status via progress reports within the PPM tool

●Developed reports to support the implementation of the portfolio of projects using the PPM tool

●Developed and implemented strategic plans aligned with organizational goals, leveraging market insights and competitor analysis to drive business growth and gain a competitive advantage

●Outlined strategic approach to roll out EPMO training to the various PMO groups

●Developed monthly training plan and conduct training sessions, for Project Managers to ensure understanding of Core Project Management disciplines

●Provided overall project guidance and support to the various PMO groups and consulted the PMs to ensure EPMO standards were followed

●Established strategy and identified tools templates and techniques apart of EPMO to provide to the PMO groups

Developed reference guides for project managers that outlined the Program Management Office tools/processes and identifies roles/responsibilities

●Participated in monthly Project Governance Board status meetings and capture meeting minutes with action items

●Facilitated 1:1 training sessions on the usage on project management practices to utilize within the organization

●Identified and reconcile project financials setting estimates and managing planned vs. actual costs

●Ensured compliance with applicable regulations, standards, and policies, conducting audits, implementing controls, and addressing gaps to mitigate risks and ensure adherence to legal and regulatory requirements.

●Supported development of Project Governance structure across the site organization

●Outlined the approach /strategy with the Functional leads & PM to support the Organization Change Management plans for each respective area.

Personal Situation Sept.2019–Aug. 2020

During the past year, I have been taking care of mentally impaired/disabled sister. The situation has changed and now I’m currently available to resume my career path.

FedEx Services Collierville,TNJun2018–Sep 2019

Sr. Project Management—Cybersecurity/Mobility Governance

●Led efforts to drive mobility program improvements and develop new policy and guidelines

●Developed processes to create efficiencies and streamline project execution

●Managed cross-functional projects across multiple global lines of business

●Established set standards to support mobile devices/app for identity/access capabilities

●Developed and executed process to support mobile device audits

●Worked with Cyber Security Advisor to resolve mobile access problems, to improve operations and provide exceptional customer service

●Outlined strategic approach to roll out EPMO training to the various PMO groups

●Developed monthly training plan and conduct training sessions, for Project Managers to ensure understanding of core Project Management disciplines

●Provided overall project guidance and support to the various PMO groups and consulted the PMs to ensure EPMO standards were followed

Established strategy and identified tools templates and techniques apart of EPMO to provide to the PMO groups

Developed reference guides for project managers that outlined the Program Management Office tools/processes and identifies roles/responsibilities

●Facilitated planning sessions to obtain Identity/Access requirements for Merger & Acquisitions

●Worked with 3rd Party Vendor Suppliers to support onboarding new service providers and updates to option

●Provided overall project status via Clarity PPM tool

●Developed reports to support the implementation of the portfolio of projects using the Clarity PPM tool

●Conducted weekly status meetings and capture meeting minutes with action items

●Developed project charter to outline scope to support enhancement initiatives to support departmental efforts

●Identified and reconcile project financials setting estimates and managing planned vs. actual costs

Blue Cross Blue Shield, Detroit, MI May 2016 – Oct 2017

Sr. Business Project Manager--Medicare

Primarily responsible to organize complex objectives into individual related tasks based upon discussion with the business areas; develop detailed plans and schedules, including risks and monitor project metrics for significant deviations in quality, cost, or schedule. Managed and implemented programs that reduced premium cost by 50% for members; and provided a 30% cost saving for the company.

●Supported the development of strategic plans for projects of high business complexity

●Developed detailed plans and schedules and monitors project metrics for significant deviations in quality, cost, or schedule

●Ensured compliance with applicable regulations, standards, and policies, conducting audits, implementing controls, and addressing gaps to mitigate risks and ensure adherence to legal and regulatory requirements.

●Coached and mentor individuals on the project teams and provides feedback on performance to their leaders

●Implement projects in accordance to the Project Management Office (PMO) policies, procedures, and methodologies

●Facilitated client/customer relations to ensure that service expectations are developed and met

●Provided project status to senior management on weekly or ad-hoc basis

●Managed and align with vendors to develop and foster strong business relationships

●Developed presentations to support strategic direction to communicate to impacted stakeholders and senior management.

●Set budgets and tracked target actuals of overall project costs, (i.e., internal staffing cost, vendor costs and other expenditures

●Worked with cross functional teams to identify tasks and objectives for each group to support the initiative.

FCAChryslerAuburnHills,MI—IT Security/Infrastructure

Ops Mar 2014 – Jul 2015 Sr Transition Project Manager

Primarily responsible for managing ITO Transition/Transformation projects that impacts the ITO as it relates to process development, issues and resolution. Also, outlined the approach /strategy with the Functional leads to support the Organization Change Management plans for each respective area.

On boarding/Asset Management

●Developed process documentation and training material to support new vendor resources coming onto the FCA Chrysler account

●Trained vendor users on the FCA (Chrysler) system setup process and conducted several Train-the-Trainer sessions with the vendor leads.

●Act as the (SPOC) Single Point of Contact for IBM employees regarding questions on Onboarding process and setup

●Coordinated with vendor PM schedule, tasks and knowledge transfer activities between IBM and CSC to support FCA (Chrysler) Asset Management processes.

Global Reporting

●Facilitated FCA global leads, vendor leads and Chrysler SMEs to define requirements, layout/design of reports and ensure alignment across the various areas within the FCA ITO organization.

●Facilitated discussions with cross functional teams and business leads to gain input on the reporting structures and standards to further align the FCA US organization.

●Identified areas of improvements and provide suggestive actions to FCA management to obtain PM efficiency within the program.

●Ensured global alignment obtained on the reporting processes and procedures to set Program Management standards to be utilized.

Ford Motor Company, Allen Park, Sep 2008 Apr 2013

Sr. Project Mgr. & Portfolio Planning Lead-(PPM)

Primarily responsible for managing enterprise solutions implementation within ITO - Program Management Office and manage concurrent, complex development and infrastructure projects in respect scope, costs and resources management. Also, outline the approach /strategy with the delivery leads to support the Organization Change Management plans for each impacted area.

●Developed IT Portfolio Prioritization Process along with tools/templates to roll out to Project Manager, Deliver Technical Leads and other team members after presenting and gaining senior management approval.

●Defined processes and tools best suited to each project. Moved between iterative/incremental and waterfall approaches depending on project specifics and company goals, creating detailed project road maps, plans, schedules and milestones.

●Managed large-scale initiatives $2M + involving the transition of programs to new platforms and the merger of disparate.

●Results: Achieved seamless migrations and integrations that were transparent to customers/users, accomplished with no unscheduled downtime and delivered by as much as $550K under budget

●Produced project business cases to review with IT Director, senior management, and IT Finance (CFO) to secure funding for project execution.

●Directed and guided global rollouts of new software and systems migrations.

●Results: Ensured defect-free releases through careful planning, testing and QA efforts.

●Developed integrated project plans utilizing MS/Project and Clarity to track milestones and project budgets, cost variances and issues/risk.

●Managed decommission projects to remove software/servers from the system environment (Mainframe, Windows, Active Directory and GIRS ticketing system as result of ITSM)

●Managed Mainframe Tools replacement project with immediate cost saving of $1.5M; which resulted in a reduction of 15% of the departments operational budget

●Worked with cross functional teams to identify tasks and objectives for each group to support the initiative.

●Led teams across broad technical, financial and business disciplines. Focused teams on business objectives and tracked progress to ensure project milestones were completed on time, on budget and with the desired results.

●Facilitated discussions with Enterprise Technical Solution Architects to define design for infrastructure strategy upgrades

●Created with Solution Architects, Application Leads and managers to identify the best practices to support application migration to new platforms; and planning the task and steps to address the changes.

●Anticipated and managed change effectively in rapidly evolving global business environments.

●Developed technical project prioritization process to be utilized to support projects and reviewed with ITO Directors and senior management for approval.

●Developed monthly forecasts, track committed funds and manage project budget variances for Finance and ITO Portfolio Governance Committee

●Directed Technical Delivery leads on project management processes to be followed to support projects. Provided guidance and facilitated the portfolio review sessions with the IT Director and senior management.

●Developed small project processes and templates to support projects with 6 mos. or less duration. (Documents to be utilized on these types of projects)

●Served as the Portfolio Lead for Infrastructure Enterprise Ops. Dept. and helped to manage (15+ project) with combined budgets over $10m+.

Ford Motor Co. IT Security and Strategy (IT S&S) Dept. Allen Park, MI Feb 2006 – Sep 2008 Project Manager

Primary responsibility was managing and tracking project status and sharing progress with management as Training lead for the Program Management Office (PMO). Developed processes/tools and templates to create the IT S&C PMO

Mitigated risk factors through careful analysis of financial and statistical data.

Mapped/Aligned PM processes to the SDLC phases and developed templates to support the PM process methodology

Managed and track financials, project status and updates, communication plan, project dependencies for IT S&C projects

Developed financial business case to support project initiatives and validate expenditures for total life of project to be utilized by Project Managers

Developed project milestone charts, scorecards, status reports and other project templates to support overall program/project execution to be utilized by Project Managers within the PMO

Outlined the approach /strategy with the Delivery Managers to support the Organization Change Management plans for each respective area.

Developed issue/risk tracking tool process and established metrics and report out cadence for projects/programs to be utilized by Project Managers within the PMO

Outlined strategic approach to roll out EPMO training to the various PMO groups

Developed monthly training plan and conduct training sessions, for Project Managers to ensure understanding of core Project Management disciplines

Provided overall project guidance and support to the various PMO groups and consulted the PMs to ensure EPMO standards were followed

Established strategy and identified tools templates and techniques apart of EPMO to provide to the PMO groups

Developed reference guides for project managers that outlined the Program Management Office tools/processes and identifies roles/responsibilities

Participated in monthly Operations Reviews with IT S&C management to ensure project understanding and alignment with IT S&C strategy

Managed Infrastructure and Application Development projects/programs from Initiation thru Close that impacted the enterprise globally. Engaged with cross functional teams both business and technical to direct, execute and track program progress.

Contact this candidate