Project Manager Management

John M Welch

**** **** ** ** *** **** ● Albuquerque, New Mexico 87111 ● Phone: 505-***-**** ● E-Mail ********@*****.***

Project Manager-TekSource 08/17/2023 to 12/12/2023

•Identified the overall objective of the project and the requirements of each phase of the project. Project was determined to be underfunded and the project was cancelled.

Program Manager-CACI 11/15/2016 to 07/31/2023

•Responsible for the overall Sustainment, Periodic Depot Maintenance and Depot level Repair projects for a classified government program. These three projects were only partially supported by headcount, in In 2016 the three programs totaled $7.5M in spending. When negotiations concluded the three programs will total between $17M and $17.5M

•Negotiated for growth in both Labor and Material spending by utilizing the increased requirements from the government combined with metrics from a newly established work order system. In 2016 the three programs totaled $7.5M in spending. Negotiations are ongoing and the three programs will total between $17M and $17.5M

•Picked up 3 different modernization projects when there were not enough project managers to cover the workload. All three projects met higher than expected goals which increased the profit level for all three.

•Implemented a weekly reporting system utilizing that informed both the government and project participants on next steps and key issues.

•Took on the added responsibility of administering a work order system that had been purchased to track all work being conducted at this current facility. The results of this administration has been improved product tracking

•Monitored and managed the customer expectations and requirements. Utilizing this knowledge and experience negotiated a a 10 year sole source contract with the government with a $818M ceiling, the previous contract ceiling for 4 years was $75m.

•Led and conducted after action reviews to find improvements in processes. These process improvements have reduced the time and money spent by the government in these maintenance efforts and allowed them to increase costs in modernization efforts.

Contract Project Manager – Presbyterian Hospital 01/15/2015 to 11/14/2016

•Responsible for the design, planning, implementation, communication & monitoring and completion of several key projects for IT and the hospital system. As a contractor you were given no direct reports or day to day support from the program office. In the 18-month tenure managed the complete hardware and software retrofit of the Active directory environment for all systems, two factor authentication for all remote access and badge in and badge out login in capability in both clinic and hospital systems

•Presented options to a steering committee, CMIO and CIO to ensure all entities felt the technical solution could meet their needs. When one or more of the entities felt the solution didn’t work it was the PMs role to regather the parties revisit the requirements and to make sure the project was driving to the agreed upon goals.

•The PM needed to work closely with the training department to ensure that same training was going to all the different aspects of the hospital. Conducted Day 1 training and the 1 on 1 executive level training for all projects. Resolved issues between end users and sustaining groups for improved implementations.

•Responsible for tracking and reporting on the budget, which included the performance against budget metric and EAC.

Intel Corporation 05/15/1995 to 10/10/2014

•Below are descriptions of the work completed while at Intel Corporation.

Intel-Implementation Program Manager 6/10/2011 to 10/10/2014

•Supervised the work of 12 Project managers across the United States and Latin America. Implementations included Data Centers, Network, Client, and Telecommunications. The group implemented these in all sizes of facilities from the small four person offices to $1.5 billion factories.

•Required to balance the priorities of different major organizations in order fund projects and ensure that the end product was sustainable.

•Presented options to upper management to facilitate corporate decisions. Utilizing written and oral communications and data analysis to enable corporate decision-making.

•Resolved issues between end users and sustaining groups for proper implementations.

•Created metrics systems for tracking the performance of projects. Utilized PMP standards of Scope, Schedule and Budget to manage all projects, then created a system to include end user feedback as well as measuring the systems post implementation performance.

•Monitored and managed the excellent (customer satisfaction rating of 95%) performance of 113 projects with over $65 M in capital funding in 2014.

•Led and conducted after action reviews to find improvements in processes. Results communicated to all IT Project Managers globally insuring knowledge transfer.

•Designed and created a tracking system that showed the value of the IT PM to the corporation based on cost savings, productivity of end users and redistribution of corporate assets.

Intel - Business Analyst 1/15/2006 to 6/10/2011

•Business Analyst for the global IT infrastructure maintenance organization that had over 400 employees at all locations.

•Utilized ITIL foundations training to implement planning and budgeting by service as opposed to geographically based organizations.

•Responsible to lead the organization through the budget and planning yearly cycle, which was in excess of $400 M.

•Led the creation of the goals for each IT service within the organization on a yearly basis. Then worked with the service owners to track progress to those goals. Used written and oral communications to present the status of each IT service to upper management.

•Facilitated and led numerous global meetings to ensure the management of the organization were aligned to both corporate and group strategies. 300 people attended these meetings and my role was to organize and facilitate the meeting.

Intel Operations Manager- 8/1/2002 to 1/15/2006

•Functioned as operations manager of the America’s region IT organization that was responsible for maintaining the Client, Network, Data Centers and Telecommunications infrastructure in both North and South America.

•Acted as first point of contact for any outage in the region 24 x 7. Triaged the situation to determine if more help was needed and then escalate to those organizations to dispatch the proper personnel.

•Developed a system that would automatically notify upper management apprising them of the situation, impact to the corporation, estimated time to repair (if available), what the plan of action was going forward and any help needed from management.

•Responsible for facilitating all after action reviews where there was a financial impact to the corporation.

•Analyzed data with network service owners to look at mean time to repair (MTTR) and mean time between failure (MTBF) of network devices to determine what locations needed to be refreshed with new equipment and proposed that data to upper management for yearly capital requests.

•Responsible for creating, managing and reporting out the status of the budget of the entire organization, which was in excess of $250 M.

•Responsible for reviewing all purchase orders for the organization and recommending to upper management utilizing ROI and data analysis if the purchase should be approved.

Intel-Business Analyst 7/1/2000 to 8/1/2002

•Business Analyst for the IT Construction organization that was responsible for building the internal IT infrastructure for all new and retrofitted facilities at Intel.

•Created a tracking mechanism to show the financial impact of new construction to the operations groups that had to pay depreciation on all new IT equipment. This was the first time the operations groups were able to view this information, greatly improving their ability to plan for the next year.

•Discovered an error in the depreciation planned for the network team and led a team to utilize written purchase orders and reduce the depreciation to the network service by $25 M.

•Led teams that created the goals of the organization, and then was responsible for reporting out the progress to those goals to upper management.

Intel-Industrial Engineer 6/1/1998 to 7/11/2000

•Industrial Engineer for the sort floor of a 6-inch wafer factory at Intel, responsible for the layout and movement of test equipment on the factory floor.

•Created an automated database that would track the tools on factory floor and send an automated notification to the tool owner 2 days prior to the required calibration. This reduced the number of incidents where tools that could not be certified accurate from 3 per month to 0 for the year.

•Led the Injury and Incident Free program for the entire factory, which changed the focus of counting injuries to preventing them in the first place. Required written and oral communication to upper factory management and technicians on the factory floor.

•Led the ISO 9002 certification team for the Sort facility.

•Worked with an outside vendor, internal IT purchasing and engineers on the factory floor to trade equipment that was in storage for improved vision systems for 20 of our 80 testers on the floor. Improving the efficiency of those testers by 25% at a $0 cost to the corporation.

Intel-WorkStream Modeler 6/1/1997 to 6/1/1998

•Responsibilities included understanding the WorkStream product that was the mainframe software program that tracked product through the factory and making changes to that software to improve the efficiency of the factory.

•Required to test all changes in a test environment prior to implementation in production.

•Required to work with engineers to determine if changes to the system were feasible and then present that to a change control board for approval.

Intel Finance Analyst New Mexico IT 5/25/1995 to 6/1/1997

•Responsible for budgets and planning for an organization of 115 people with a budget of $45 M in expense and a capital budget of $60 M.

•Developed ROI analysis on any capital purchases. Reported out monthly on the status of expense spending to budget.

•Developed and presented to factory management the amount of the IT cost they would have to pay as part of each wafer and justified that spending to the management for each factory in New Mexico.

Corporal – United States Marine Corps 7/7/1986 to 8/1/1990

•Responsible for the avionics, communications/navigation and radar systems in F-4 and F-18 aircraft.

•Promoted to a quality assurance inspector. My signature was required after work was complete in order to designate that the systems were fully operational and safe for flight.

•Received Meritorious Service Medal and Good Conduct Medal. Graduated top 5% from Non-Commissioned Officer’s School.

•Cross-trained as a Water Safety Survival Instructor, which required me to teach swimming to Marines in combat situations. Graduated as the honor graduate of that course.

Education

•Business Bachelor of Arts – Management Information Systems

•Graduated Magna Cum Laude, University of New Mexico, Anderson School of Management.

Skills

•Very Knowledgeable in all of the Microsoft Office products.

•Well versed in ISO 9002 standards and regulations.

•ITIL certified in 2003.

•Excellent written and verbal skills and adept at working through obstacles in order to find solutions.

•President of two separate youth sports organizations.

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