Project Management Business Administration

Michael May

Canton, MI *****

734-***-**** ***.*******@*********.***

Summary:

• Michael holds master’s degree in business administration and is an IT professional with 20 years of proven project management skills with an ITIL Foundation certification.

• Proficient in Creating project plans, utilizing PMI methodologies and processes for the implementation of DLP (Data Loss Prevention) end of life server hardware/software upgrade.

• Managed Chrysler NTC buildings Network infrastructure 24/7 during contract negotiation and was Responsible for data gathering, creating the project schedule validating deployment information to manage the Auto Club Southern Region infrastructure project

• Well versed in Utilizing different project management skills. (Six Sigma) define, measure analyze improve and control, PMI processes, Initiation, planning, executing, monitoring, controlling, closing.

• Experienced in updating the assets status in MS 365 SharePoint for managers and director’s scorecard.

• Knowledge of Waterfall’s methodology. Requirements, Design, Implementation, Testing, Delivery/Deployment maintenance. Working knowledge of Agile’s /Scrum utilizing iteration and sprint repeatable processes.

• Proficient in Working with the line of business senior management, and cross functional groups within an organization to meet stakeholders, customer’s organizational goals on-time scope and budget. Skills:

• Management

• Leadership

• Decision-making

• Communication

• Team building

• Presentation

• Problem-Solving

• Critical Thinking

• Milt Tasking

Education:

• MBA: Business Administration - Strategic Planning - Davenport University, Grand Rapids, MI

• BBA: Business Administration - Management - Detroit College Business, Dearborn, MI Certification

• PMP

• ITIL Foundation V.3, 3501 DC UTRECHT

Professional Experiences:

Strategic Staffing Solution 01/2024- 02/2024

Program Manager (Trinity Hospital Des Moines Iowa)

• Overseer of the scheduled deployments of computer equipment’ support with cross-functional teams imaging team and deployment team and inventory learn how to use Quick Base to created cut sheets and computer naming for equipment each computer .deployed, I instructed that our technical team understood how to use the IP scanner for every computer device and printers connected to the network and how important that information was to the Network team to change Spirit over to Trinity during deployment. Managed the deployment teams. Strategic Staffing Solution, Detroit MI 9/2021 -12/2023 Delivery Lead (DTE Energy)

• Delivery Lead to replace end of life (CT/VT) current &voltage Transformers testing systems along with the Phenix dielectric Hi Pot system with accessories, renovate the meter room etc.

• Delivery Lead for Crew Management Enhancement Project. Increase functionalities with all business units associated, Fleet Organization, Service Centers, Storm Team, Electrical Field Operators and Local –Union 17&223.

• Delivery Lead for Damage Assessment Mapping Tool Project, Worked Business Analyst with requirements that would enhance its current mapping system without needing to write information on a copied map and send to over vender.

• Delivery Lead for the business partners managing enterprise level projects. Primavera 6.7 Upgrade MEP Transition to the Oracles cloud, migrating P6 SaaS version 22.2. Utilizing the project methodology. Scheduling weekly status with the team and weekly reporting to senior management. Facilitate meetings, Work with Oracles with project planning, while working with WTA consulting to go over P6 project assessments, cloud implementation, lesson learned.

• Complete DTE Release Management Process for all projects. Kick off, Interim visit, Creating CMR’s (change management request) for Pre–Prod UAT (user acceptance testing) and (EUT) end user testing. Security Assessment evaluation artifacts, assets profile, management planning, security risk evaluation for vendor. Create Go–Live playbook going into Production. Architect solution must be provided before production is approval. CMB

(change management board) will identify if the change is needed and ensures the appropriate parties are notified, verify the documentation has been created the needed communication and training has been completed, utilizing Service Now and Teams, SharePoint.

• Delivery Lead: Managing EMIS (Environmental Management Information System) Replatforming project. Migrate will be two phases, Compliance Assurance and Spill forms, LIMS (Laboratory Information Management System) to Sphera Clouds. I’ll be working along with Sphera Cloud PM.

• Migrating 5 years of historical data, creating project plans using MS Project. Integrate a data connection to the LIMS database.

• Create issue logs, risk, and action items. Monitor task and review financial document.

• Create Migration plan playbook for Go-Live.

• Facilitate TEAMs meetings monitor project assign task. Weekly status meeting with senior management. Complete Release Management process and be approved before Go-Live.

• Delivery Lead: Upgrade Right fax System to version 20.2. (or later)

• Create project plan to meet our business partners and end use

• Worked with cross-functional telecommunication’s teams, to convert the physical T1 into FOIP channels, for configuration and flexibility.

Sap integration needed to send Faxes to outside companies for billing and invoicing.

• Delivery Lead: Upgrade Captiva Non –FosGen Capture Flows from v.6.5 to v20.2.

• Work with DTE and Flatiron

• Plan and schedule, testing in the test environment.

• Create project plan to migrate Captiva 20.2 to production. LANCESOFT, INC Herndon VA

03/2021-05/2021

Project Manager (Lear Corporation)

Acquired four ongoing projects, Build out new plant Network’s in North America.

• Complete project charters.

• Work on incident tickets using Service Management Avanti (Evonti)’s

• Worked with the line of business getting DWG-files for plant installation for Access Point.

• Created Bill of Material for cross functional teams to purchase Networking equipment.

• Completed service request issued by management.

The 3-month project ended early due to Chipset storages, which created additional 4.5 months lead time Before receiving computer components.

Venteon Holdings LLC Troy, MI 07/2019 – 05/2020

Project Delivery Lead (DTE Energy)

• Delivery Lead for DLP (Data Loss Prevention) EOL (end of life) server replacement software /hardware Upgrade impacting ten thousand end-users

• Created the ROM document (Random order of magnitude) for procurement for the project.

• Presented the project plan to (TRAC) Technical Review Advisory Council for project scope funding, and the line of business approval and sign-off.

• Procured software, hardware and infrastructure required to meet projects objectives.

• Worked with cross-functional groups to support our team.

• Updated the project plan once the servers were stood up /installed tested in development. Scheduled a second visit to TRAC for approval to move into production and my go live scheduled deployment dates for production.

• Produced status reports for our project team and project playbook for change control board and senior management.

• Delivery Lead Scope: Replace end of life Data Power appliance and convert applications to the new version of DP (Data Power switches.

• Created the ROM document (Random order of magnitude) negotiate with IBM budget for the project.

• Created the project plan using (SDLC) Requirements, Planning, Testing, Deploy, and Review.

• Presented the project plan to (TRAC) Technical Review Advisory Council for project scope funding, and the line of business approval and sign-off.

• Procured software, hardware and infrastructure required to meet the project goals.

• Brought in additional project personnel and resources developers testers load balancing team and the line of business for support.

• Updated project plans based on changing objectives, specifications and staff availability.

• Facilitate Data Center realignment moves, Rehosting, Replatforming, testing, application before and after migration.

• Purchased new Data Power appliance.

• Informed TRAC after testing in Dev. we were migrating application from Development first to ensure success, and afterwords to Production documenting each application using MS Project Burn-down as we migrated 80 applications retired 25 and decommissioned. 30 applications

• Delivery Project Manager: Data Center moves, applications and replacement of the end-of-life juniper firewalls CyberArk, Tripwire, Aramark, Symantec, and renewables (wind parks) and windfarms with Palo Alto’s.

• Scheduling cut night activities and activity playbook for Data Center moves. Creating CRQ (change request) and meeting with CAB (change control board) for authorization and see if we have managerial and line of business approval.

• Delivery Project Manager: Responsible for managing cybersecurity Assets Health by monitoring and documenting disruptions and vulnerabilities within the network making sure that our team stays on top of firmware and hardware replacement within the network. Updating the assets status in MS 365 SharePoint for managers and director’s scorecard.

• Delivery Project Manager: Responsible for 2020 remaining budget the purchases and SLA created. 2021 budgets for IPS (Information Protection Services) the business cases and the cuts made for the department. Genesis 10 Bank of America-Troy, MI 07/2016 – 07/2019 Technology Project Manager (TPM)

• Responsible for managing GWIM (Global Wealth Investment Management) new network build outs, relocations, expansions, decommission projects and day to day MAC (move adds and changes) problem solving issues and incidents throughout Bank of America foot print in the US.

• Utilizing different project management skills. (Six Sigma) define, measure analyze improve and control.

• PMI processes. Initiation, planning, executing, monitoring controlling, closing. Waterfall’s traditional prioritizing method and Agile’s model SDLC. Requirements, Design, Develop Test, Deploy Review, utilizing iteration and sprint repeatable phases for each cycle.

• Responsible for project deliverables providing end to end services delivery of all networks, structured cabling, voice and data technology within all communications IDF (Intermediate distribution frame), closets and MDF (Main

• Distribution frame) and terminated at the workstations.

• Interface with the cross functional groups and vendors to obtain the TBOD (Technical Basic of Design) architect, scoping for new build out capacity planning, installation and connectivity of switches router and server to the network. Met with the IE to obtain pricing from our vendor for equipment so that a ROM (Radom order of Magnitude) for pricing Project Manager III: Responsible for managing the One Team and the resources assigned. Adding additional cabling, Financial services added a separate LANs to their change control for new growth. updated the (NCD) Network Communications Database. Faliciated the project meeting and cut-overnight computer room Software migrations, and worked with senior management with the financial configurator. Insight Global- Southfield, MI 02/2016 – 04/2016

Senior Project Manager (Auto Club Group)

• Responsible for data gathering, creating the project schedule validating deployment information to manage the Auto Club Southern Region infrastructure project.

• Managed the imaging for 1,000 OptiPlex 9020 PC and E7450 Latitude Laptops to replace Citrix terminals.

• Managed project teams to stay on-task with proactive control of schedules and server locations.

• Created schedule for server installs for 72 and deployment sites working with Server Engineering, Desktop Engineering and Security Administration. Project ended early software was never corrected in 2014. NDI (Chrysler)Detroit, MI 06/2015 – 12/2015

Network Administrator

• Responsible for managing Chrysler NTC buildings Network infrastructure 24/7 during contract negotiation.

• Network Operation point of contact for all communication devices attached to the MDF (Main distribution) and (6) IDF

(Individual distribution frame) within the National Tech Center.

• Managed switches, Avaya GTS switches with12 strand fiber, Cisco 2960 Catalyst switches, and Nortel Stacks switches. Data circuits, 500 series wireless controller, and Avaya G450 voice switches access points throughout the building.

• Managed SLA (service level agreement) during vendor’s negotiations to ensure they were met.

• Technical resource and customer liaison for Chrysler.

• Documented printer and desktop incident tickets and worked with the help desk for resolution.

• Collaborated with Chrysler's NOC (Network Operation Center) group to resolve building outages during contract negotiations in a timely fashion. Six-month contract project excellent work received a bonus Sun Tel Services- Troy, MI 10/2010 – 12/2014

Senior Project Manager (Auto Club Group)

• Created the project plan to converge the Avaya system from initiation to project closeout using PMI methodology. Created an action plan to conduct 200 branch site surveys to feel in the framework.

• Documented the PRI's circuit’s identification numbers with the local Lec.

• Updated the office floor plans for future MAC orders and the data base to reflect those changes.

• Drafted a switches port matrix for each IDF (individual distribution frame) for 200 locations.

• Streamline the process which created tremendous cost saving.

• Updated the operational readiness data base to reflect specification changes.

• Facilitated a training environment for each location for the new 9650 Avaya phones. Lead the implementation and planning of the Avaya 9650 phones with UAT (user acceptance testing) Testing LSP (Local survivable process) local dialing, long distance, 911 international and 800 numbers. Test headsets. Upgraded the Avaya system ACM 4.0 replacing the B processor with a C processor in MN/IA, and IL using PMI methodologies.

• Received recognition for completing a 7-year project and visiting 200 locations.

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