Project Manager Management

Michael A. Glanert

***** *. **** **. ******, Colorado 80403 · 303-***-**** (home), 720-***-**** (cell) · e-mail: ********@***.*** https://www.linkedin.com/in/michael-a-glanert-a1931011

Objective

Infrastructure Sr. Project Manager, IT Service Management/Delivery, ITSM (ITAM/CMDB, Service Desk)

EXECUTIVE SUMMARY

25+ Years of IT experience - Team builder with strong focus on the mission to deliver on the strategic vision. Project Management leadership and communication skills with extensive experience working with cross-functional teams and initiatives focusing on process and process improvement. Experience analyzing, designing and implementing innovative solutions to resolve complex business problems. An analytical problem solver, organizational aptitude. Consistently recognized as a skilled liaison between the Project Team and the Business, finance, and IT constituencies. Experienced in all stages of HW Infrastructure and SDLC (Software Development Lifecycle) from ROM/Project Charter, Initial Design, Requirements, Detail Design, Develop/Configure, Testing, Monitor and not Risks, Validate, and Turnover.

Strengths include:

Sr. IT Project Manager (Infrastructure)

Service Management/Service Delivery within an ITIL framework

ITAM Expert, Proven SME in Practice/Program Start-up, Strategic Planning, use of ITIL framework, Integration with Configuration Management

Leader, Self-starter, out-of-the-box thinker, innovator, aggressive in the achievement of success

Managing project enhancements, Change, Incident, Problem and Release

Managing teams, multiple clients and multiple projects simultaneously

Managing team resources from multiple US & International locations (EMEA and India)

Strong Process design skills with ability to identify opportunities, drive innovation and execute iterative focused improvements resulting in enhancement of workflow efficiency & ROI

Process improvement strategies across multiple cross-functional organizations

Experience with ITIL Framework and standards as set forth by the PMI (Project Management Institute), IAITAM, CMM & RUP, Agile, ITIV2 and V3, COBIT and SOX

Vendor relations and vendor collaboration

Technical & Operational Budgeting, Financial & Performance Management

Process Improvement with a focus on reducing complexity

Experience with IT infrastructure: Distributed, Mainframe, Storage & Network environments

PROFESSIONAL EXPERIENCE

UNISYS – (Assignment: Electric Boat) January 2023 – Present

Sr. IT Infrastructure Project Manager – PMO

Management of several IT Infrastructure projects simultaneously

Using a project framework of 9-Stage Gates

Initiation Phase

o(1) Initiation (Working from ROM)

Project Charter

o(2) Requirements and Approach

Develop and Prioritize

Project Management Plan

o(3) Initial Design

Initial Risk Assessment

Review Infrastructure Board (RIB)

Initial Risk Assessment

Network Diagram

Complete Initial BOM

Acquire Initial Quote

Confirm Labor Hours

Submit Proposal

Execution Phase

o(4) Detail Design

Complete Detail Design

Complete Final BOM

Final Risk Assessment

Ensure PO’s issued to Suppliers

o(5) Develop and Configure

Deliverables

Develop and Configure HW/SW

Update Documentation

Requirements Documents

Training Plan and Training Materials

o(6) Initiate Testing

Test Case Development

Verify Required Test Data

Conduct Tests

Project Implementation - HW Configured, Software Builds

Requirements Traceability Matrix

o(7) Validate and Verify

Test Cases and Results

User Acceptance Testing

Update Documents, Resolve any Issues

Defect Log

o(8) Turn Over

Develop Rollout Plan

Develop Training

o(9) Close-out Phase

Lessons Learned

Final/Administrative Close Out

1.Common Spirt contract (ITAM/CMDB) (Initial Project Management Assignment)

-Configured the Build out of ITAM (HAM Pro and SAM Pro) and CMDB for the Client Common Spirit (the Merger of Catholic Health and Divinity Health - the 3rd largest healthcare provider in the USA behind HCA Healthcare and the Department of VA).

-Strategic Planning and Tactical Execution for the Complete ITAM/CMDB Lifecycle as detailed in a SOW (Statement of Work).

- Mange the interface between the Client and the Unisys Partner ITS for the

-Creation/management/development/execution of over 150 STRYs in the Development, Demonstration, Test, and Promotion from Development, Staging (preprod) to Production.

-Includes the Integration of Discovery (SCCM and ServiceNow Discovery) “Procurement" (Lawson as a post MVP implementation)

-Other actions to ITAM such as Roles and Responsibilities, use of Stockrooms, Data Imports from ASN's into HAM PRO, integration of Retire/Disposal of Assets from ITAD

-Vendor to name a few - to an MVP start date of 4/28 and Post MVP STRYs to a full production ITSM environment throughout 2023 include SAM integration

-The Build out of ITAM (HAM Pro and SAM Pro) and CMDB for the Client Common Spirit (the Merger of Catholic Health and Divinity Health - the 3rd largest healthcare provider in the USA behind HCA Healthcare and the Department of VA). Strategic Planning and Tactical Execution for the Complete ITAM/CMDB Lifecycle as detailed in a SOW (Statement of Work).

-Mange the interface between the Client and the Unisys Partner ITS for the creation/management/development/execution of over 150 STRYs in the Development, Demonstration, Test, and Promotion from Development, Staging (preprod) to Production. Includes the Integration of Discovery (SCCM and ServiceNow Discovery) “Procurement" (Lawson as a post MVP implementation) . Other actions to ITAM such as Roles and Responsibilities, use of Stockrooms, Data Imports from ASN's into HAM PRO, integration of Retire/Disposal of Assets from ITAD Vendor to name a few - to an MVP start date of 4/28 and Post MVP STRYs to a full production ITSM environment throughout 2023 include SAM integration as well.

Skills: Project Management IT Infrastructure Operations · Information Technology · IT Asset Management · CMDB · Service Desk

TISTA Sciences and Technology Corporation (FFSS Contract) April 2013–January 2023

Austin, TX, Consultant to the VA, IT Program Manager, ITAM Practice Lead - 100% Remote Position

(Note: The contract was owned by 4-companies over time as re-compete occurred – Systems Made Simple, Leidos, Lockheed Martin and Tista although the customer, goals and objectives for ITAM Remained the same)

Previous

Leidos/Lockheed Martin (IOSS contract), SMS (Systems Made Simple) (DCAT4 Contract)

(ServiceNow Quebec release)

Responsible to deliver Strategic Vision, Planning and Tactical Execution to develop roadmap, detailing the sequence of key deliverables resulting in a comprehensive ITAM Best Practices Detailed understanding and ability to predict Technical Debt (the full planned usable life of the Asset)

Technical ITAM Practice SME offering advisement and guidance to the IO FFSS Customer. My role and responsibility related to the complete ITAM lifecycle to support of IO Franchise Funds Infrastructure for the 5-major data centers of the VA (Veterans Affairs)

Suppored of the “complete lifecycle” of Hardware and Software Assets from Purchase to Disposal

HAM: Tracking and Build of Hardware Contracts, Assets and Expenses (by Fiscal Year) for the purchase and annual follow-on maintenance coverage each Physical Infrastructure Asset (Servers, Network Gear and Storage Devices

SAM: Tracking and Build of Software Contracts, Entitlements, and Expenses. for the purchase and annual follow-on maintenance for each SW title.

Built dashboards to understand “Technical Debt” which is related to the planned term of usefulness of the IT Infrastructure components at the model level and pending need for upgrade, refresh and or replacement resulting to support the necessary budget planning - resulting in enhanced Data Center Stability

Ensured all processes were Documented (SOP’s), Repeatable, Reduces Complexity (continuous improvement to simplify) and is Measurable (metrics)

Configured ITAM Tool, Attribute Layout, Designed Asset Families, Classes, Built Models, Lists, etc..

Worked to ensure STRYs were created to ensure the requirements of the VA IO Infrastructure were properly supported. Tested STRYs prior to incorporation in the production environment

Delivered a functional tool In just 5-short months (CA ITAM version 12.6) as a starting point which was the first tool that was in place prior to ServiceNow

Instrumental in driving integration with Procurement and Change Management

Negotiated the development of an BMC Discovery Connector to CA ITAM as well as License Renewal

Recommended the use of Xtraction- a user facing dashboard reporting tool

Implemented Discovery sources SCCM, BMC Discovery (ADDM) and BigFix to CA SAM

Created and supplied complete documentation including Project Charter, Roles and Responsibilities, click level instructions, technical briefs, Lifecycle map showing all inputs, process and outputs as applied to ITIL V3

Speaker at the 2014 CA Government Summit in Washington DC and CA World in Las Vegas

Covance, Indianapolis, IN, and Princeton, NJ September 2010– April 2013

IT Consultant/Project Manager (80% travel position) (ServiceNow – Berlin/Calgary Release)

Working with key stakeholder throughout the organization I traveling often to Indianapolis, IN and Princeton NJ. Responsible for the successful delivery of a multi-phased ITAM build out using best practices as outlined in the IAITAM best practice Key Process Areas (KPA’s) ISO 19770, ITIL v3 and Cobit to implement the following:

oPhase-1: (Strategic) Define Vision and Mission statements, Goals and Objectives, Responsible for ITAM lifecycle Process Design, Define Scope of Responsibility and communicate it to the Enterprise, Establish Baseline Framework(Strategic), Tool Selection, Deliver Project Charter, Business and Technical Requirements, Roles and Responsibilities document,

oSelect ITAM Product, Build out of internal SharePoint site

oPhase-2: (Tactical) Stand-up ITAM Repository, populate with baseline data from available tracking tolls such as SharePoint and Excel, Create ITSM Standard Operating Procedures and policy

oPhase-3: (Collaboration) Implement automated data feeds from PeopleSoft/FSA database tables to asset tool, develop synergies with internal cross-functional organizations

oPhase-4: (innovate) Implement Dashboard Metrics, Reporting, Reduce over purchasing, Selected ITAD Vendor, Developed innovative IT Asset Disposal Process that brings back nearly 30% of expenditure

WellPoint, Denver, CO January 2010– September 2010

IT Infrastructure SW Asset Manager

SW Legal Compliance (IBM Tamit)

My job role was to advance the SW Infrastructure teams processes and procedures utilize best practices while reducing complexity.

Developed and implemented strategies and best practices, roles and responsibilities, process and procedures for software asset and license management in order to ensure license compliance by tracking key data attributes that detail entitlements (PO, Cost, Invoice) deployed to owned

Ensure legal compliance by understanding licensing guidelines as applied to the Hardware configuration to which it is deployed

Refinement of process flow with cross-functional organizations through collaboration to ensure efficient work flow across the complete IT Asset Lifecycle.

Build a strategy to migrate the tracking of SW maintenance within the Asset Repository by cost center purchased and cost center deployed

Works as partner to cross functional organizations ( IT Finance, Engineering,, IT Architecture, Procurement) and the business as a shared service to share entitlement data to what is actually deployed to support re-negations of SW contracts

Authored a Business As Usual (BAU) documents detailing the repetitive tasks necessary to support the daily operations of SW Asset Management.

Supported the project effort to migrate from the home grown Asset Repository (AMG) to an off the shelf ITAM tool developed by IBM (Tamit) from requirements to UAT(ServiceNow ITSM – Berlin/Calgary Release)

T-Mobile, Seattle, WA August 2008 – December 2009

Sr. IT Project Manager for ITAM (100% travel position)

The successful delivery of Phase-1 ITAM build out that includes HP Asset Manager)

oInitial Start-up phase of an ITAM Practice and installation of HP Manager Tools set

oPopulation of the database to represent all IT Assets from Discovery tools

oEfforts included the consideration of a new Data Center construction, new incoming assets, Data Center consolidation of existing HW Asset’s from other data center locations, Retirement of existing assets

oCreation of detailed process flows from both a strategy, operational and tactical perspective

oManaged all project documents with SharePoint

First Data Corporation March 2005 – July 2008

Program Manager, IT Asset Management (ITAM) SME, CA Argis to CA APM version 11.3.4

oSuccessful delivery of an Enterprise wide ITAM Program that covers the complete of lifecycle of IT Assets

oReporting within the IT Finance department and working toward an Enterprise wide ITIL implementation

oCreated and implemented several new more efficient operational processes resulting in nearly 10-million dollar savings and cost avoidance over 3.5 years

oWorked as a change agent to built process improvement synergies within multiple cross functional organizations such as Procurement, Software Compliance, Accounts Payable, IT Finance, Configuration Management, Service Desk (Problem, Incident and Change Management)

oChampioned an IT Governance initiative to implement and manage an Enterprise wide ITIL based full Life Cycle ITAM (IT Asset Management) program. Which includes managing the initial purchase of all IT HW and SW assets, re-usability of IT Assets, manage change such as upgrades of IT SW and HW and its resulting impact with SW Licensing and vendor contractual agreements, Financial Depreciation, management of HW and SW maintenance contracts based on intended usage, IT Asset Retirement and Reconcilement of GL.

oSupported and worked in parallel to efforts occurring in Configuration Management and Service Desk

oScope included 12-datacenters in the US and multiple data centers within EMEA

oRecruited and hired FTE staff, responsible for mid-year and year-end employee appraisals and termination

oEstablished an IT Asset Management Vision Statement, Mission Statement, Project Charter and Policy

oPerformed initial Gap analysis to understand present maturity with respect to ITILV2 and Sarbanes-Oxley

oFacilitated the development of a master ITAM enterprise wide implementation plan, created PowerPoint presentation and executed an enterprise wide road show in an effort to obtain a bottom-up buy in.

oWorked as a change agent to reduce complexity and to gain support from the Director level and their teams progressing to the VP and SVP level

oIT Vendor management for the Purchase of IT HW and SW and Maintenance coverage enterprise wide

oUsed RUP methodology to develop a web based HW and SW request system as well as web based divisional financial reporting using Crystal Reports and Crystal Xcelsius producing BI (Business Intelligence) that detailed spend IT spend for all HW and SW enterprise wide

oUsing Agile methodology to perform a rapid prototype and design of software on a mobile device to interact RFID tagged assets within all data centers

Execution of a holistic approach that addresses the complete IT Asset Lifecycle for all IT HW and SW

Request – Procurement – Delivery/Receive – Invoice – AP Payment – Manage – Retirement – Reconcilement of GL

Received First Leaders Award in 2006 in recognition of my leadership skills and cost savings efforts

PeopleSoft (formerly JD Edwards, now Oracle) August 2003 – March 2005

IT Project Manager and Onshore lead through Covansys (now a CSC company)

Onshore Lead is a single point of contact for day-to-day Software Development activities that address Change, Incident and Problem assignments to open issues assigned to offshore (India) development team resources and working as the interface to JDE/ PeopleSoft software maintenance teams. Responsibilities of the onshore lead are as follows;

Quality of the projects

Successful delivery of projects using RUP on both Mid-Range and Main-Frame

Communication between Covansys offshore and JDE/PeopleSoft functional and technical teams

1.Project Management

Conduct daily/weekly status call/meeting with onshore, offshore teams and JDE/PeopleSoft. Normally conference calls with onshore/offshore teams occur outside of normal onshore business hours.

Plan, track and facilitate knowledge acquisition and knowledge transfer to offshore

Facilitate network/systems connectivity and access to offshore team, resolve connectivity and/or access related problems, Prioritize tasks for offshore

Ensure JDE/PeopleSoft standards and processes are followed by offshore team

2.Communication and Coordination with Offshore/Onshore/JDE/PeopleSoft teams

Serve as a single point of contact to maintain information consistency, overcome cultural barriers and challenges of communication by understanding outsourcing processes

Provide 16 hours operational window, support 7x24 operation when needed Keep functional managers

3. Technical and Functional Support

Play a key role by providing help in troubleshooting and providing clarifications to offshore without going to JDE/PeopleSoft resources by acquiring the critical knowledge and facilitating problem resolution within Covansys teams internally

4.Program Level Support

Ensure compliance to Program level initiatives, SLA (Service Level Agreements), SOWs (Statement of Work) and Work Orders

QWEST (formerly US West) Jan 1998 to Jun 2003

IT Software Development Project Manager

Simultaneously managed 5-complex, highly visible software development projects and project teams

Complete SDLC using CMM, RUP and std PMI Practices

Managed team resources (25+ SW development FTE’s) located in multiple US locations and offshore (India)

Responsible for the successful implementation of client software enhancements, maintenance and support through implementation and deployment

Software applications were developed using Oracle SQL, C/C++, Java /HTML and Actuate, supported the Wholesale division of the business, facilitated the sales process. Application efforts were developed via the interface to multiple legacy systems (Main Frame) in which specific data source extraction were made for the purposes of producing web based BI (Business Intelligence).

The application design produced an order status of products sold via a point and click user interface, displayed through a Netscape web interface with linked database, unique data was updated daily. This interface had the ability to drill down on product and people (organizational hierarchy) to show detail of product type and quantity for an individual or a group of sales agents under a reporting manager

Built, integrated and presented global project plans illustrated resource usage, WBS, Milestones and target dates

Performed Integration Management through Plan Development, obtaining client sign-off on the business and system requirements

Performed Cost Management through resource planning, development cost estimation and actuals

Performed hardware and software procurement as needed

Authored Service Level Agreement documents

Participated in UAT (User Acceptance Testing) prior to production and deployment

Performed Risk Management through risk identification, response development and mitigation

Managed changes to SW Applications to accommodate payroll conversion to PeopleSoft HR.

Enhanced project stability by implementing standards and procedures

Authored documents (Business Continuity, Local Procedures, and Service Level Agreements) to become CMM Level-1 and Level-2 compliant

Responsible for weekly Change Control Board reviews using Clear Case (DDTS), PCRM and PVCS tools. Managed Scope Creep, tracked scheduled/planned enhancements, responded to issues caused by upstream system changes, entered proactive tickets that improved application quality and enhanced speed, efficiency

Managed software development efforts, standardizing software development and maintenance efforts

Successfully deployed 100+ client User Requests and 271 (long distance) efforts

Became responsible for other high visibility projects as company downsizing was in progress

Managed maintenance issues with code functionality resulting from changes in upstream systems

Combined/merged multiple development teams to implement both quality assurance and allow successful deployment with adherence to formal release schedule, enabling the use of additional resources. This also enabled cross training among team members to take place

Desktop Release Management experience managing the deployment and Release Management of new software products to the enterprise. Working with the ORL (Operational Readiness Lab) who verifies the compatibility of the application to that of the existing “GOLD DISK” which is the standard image for all enterprise desktops.

Participated in Strike duty, assigned to Omaha within the Automatic Payment department

Received 750 shares of Qwest Stock for the successful implementation of project deliverables

Further Employment Details Prior to 1998 are available upon Request

** In 1993 I switched career emphasis from Mechanical Engineering (16-years) where I utilized advanced CAD/CAM/CAE tools to perform Mechanical Engineering tasks - to that of IT Project Management. I went back to school and obtained second a BS degree; Dual Major BS in CIS/BA from Regis College and following that (2) Separate Master Programs in both Project Management and Leadership. I am also a member of PMI.

Prior Experience:

Lockheed Martin: April 1997 – December 1997

Aerospace Mechanical Engineer – Airborne Flight Hardware, Structures and Mechanisms

DOD Security Clearance: Secret (short term contract position)

COBE BCT: April 1996 – March 1997

Project Manager/Facilities (short term contract position)

Optima Batteries: March 1995 – March 1996

Project Manager/Lead Mechanical Engineer for a start-up company for the build of a new automated production facility

Rocky Flats (DOE): August 1993 – October 1994

UNIX System Administrator

Martin Marietta DOD Security Clearance: Secret: September 1984 – January 1993

Aerospace Mechanical Engineer, Flight Hardware, Airborne Structures and Mechanisms

Projects: Titan IV, Magellan Space Craft, Patriot defense system, Hard Mobile Launcher, SICBM, and more

Rated the #1 Mechanical Engineer in my labor grade for 2-years in a row

GM, FORD, and Chrysler: January 1978 – August 1984

Automotive Engineering, Tool Design, Product Design and Development

Education:

University of Denver-Daniels College of Business 1999

Master Certificate of Project Management

University of Denver University College 1992

Master Certificate in Leadership

Regis College, Denver 1990

BSCIS and BA Dual Major

University of Michigan 1981

BSME

Macomb County Community College, Warren, MI 1983

Certificate of N/C Programming (CAM, Computer Aided Manufacturing)

Macomb County Community College, Warren, MI 1982

Associate of Applied Science (CAD, Computer Aided Design)

Affiliations:

Member of PMI (Project Management Institute) 1999 to Present

Certified Software Asset Manager (CSAM) 11/2006

Certified Hardware Asset Manager (CHAMP) 12/2006

Member of IAITAM 1/2007 to Present

Completed ITIL Foundation training 1/2007

Completed ITIL Practitioner training 5/2007

Technical Skills:

ITAM Expert, Experience in large Data Center Operations environments, Data Center consolidation, Expert in the implementation of IT Asset Management (ITAM) supporting “Best Practices”. ServiceNow Quebec version, Xtraction, deep experience with CA (version Argis 8.0, APM R11, 12.6, 12.9), ServiceNow, HP, IBM Tamit, Maximo

Experience with standards as set forth by the PMI (Project Management Institute), CMM & RUP, Agile, ITIL, COBIT and SOX. Hardware and Software upgrades, Supporting SW legal compliance. 10+ years UNIX, MS Office applications MS Project 98/2000, Vantive, Clear Case, Visio 5.0, MS Access, Visual Basic, Netscape 4.x, MS Internet Explorer Network Concepts, Mainframe Admin, Web Database Applications. Experience managing projects using Oracle, SQL, C/C++, Java /HTML, Xtraction, Crystal Reports, Crystal Xcelsius and Actuate tool to build Web based dashboard metrics and custom drillable reporting to produce BI (Business Intelligence), Full SDLC on both Mid-Range and Main Frame, familiar with SharePoint.

Soft Skills:

Self-starter, hard worker, and team leader. In my personal life I train and compete in Triathlons (Swim, Bike, Run -2x Hawaii Ironman Triathlon World Championships in 2003 and 2007) and Running Marathons competing in over 57 marathons since January of 2000 (Including 5x Boston Marathon qualifier).

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