Project Manager Management
Resume:
Michael W. Allen,MBA,PMP
Cleveland Heights, OH 44112
248-***-**** ********@*********.***
ROLES:
Infrastructure Project Manager
IT Project Manager
ATM Project Manager
Program Manager
METHODOLOGIES:
PMBOK
Waterfall
TOOLS:
MS Project
MS Office
Visio
SharePoint
Clarity
Smartsheets
INDUSTRIES:
Finance
Manufacturing
Healthcare
Public Sector
Retail
EDUCATION:
MBA, Technology Management, University of Phoenix, Phoenix, AZ
B.S. Speech and Broadcast Communications, Eastern Michigan University, Ypsilanti, MI.
CERTIFICATIONS:
PMP Certified Project Manager
EXPERIENCE SUMMARY:
Certified project manager and U.S Coast Guard Veteran with over 20 years of hands-on experience in enterprise-level computer systems, migrations, upgrades, mergers & acquisitions. Strong analytical and problem-solving skills. Excellent interpersonal and team-building abilities; effective in working with all levels of management and staff. Successfully managed infrastructure projects nationally and internationally in manufacturing, education, healthcare, retail, and finance. Thoroughly trained in methodology-based consulting and project management practices. Succeeded in settings that require excellent interpersonal communication skills, along with technical competence.
SKILLS INVENTORY:
Project Management
Managed and lead large, cross-functional projects and resources as well as managing multiple projects concurrently with as many as 50 resources, with budgets as large as $12 million.
PMI / PMBOK Project Management Process Groups
Delivery Management
Team Building
Quality Assurance
Cost Budgeting, Forecasting & Tracking
Project Plan (WBS) Creation & Tracking
Project Charters
Statement of Work (SOW) and Request for Proposal (RFP) Process
Communications Plans
Vendor Management
Risk / Issue Management, Scope Management
Change Control Management
Resource / Stakeholder Management
Meeting Facilitation (Agendas, Status Reports, Minutes)
Project Closure
Documentation
Lessons Learned
Mergers & Acquisitions
CHRONOLOGICAL SUMMARY OF EXPERIENCE
Program/Project Manager
April 2023 – April 2024 (Contract) City National Bank, Los Angeles, CA 100% remote
Project Scope: Managed essential projects in the Infosec department, including upgrades to the email transport layer security (TLS), Service Now, and vendor relations projects.
Led IT infrastructure and operations projects, enhancing technology infrastructure across the organization.
Streamlined project execution by coordinating with teams and managing dependencies, ensuring on-time delivery.
Mitigated project risks by identifying issues early and facilitating swift resolutions, maintaining project timelines.
Enhanced stakeholder communication with regular updates, ensuring alignment with executive leadership.
Managed integrated environments with multiple vendors, improving service delivery and operational efficiency.
Project Manager
November 2020– December 2022 (Contract) Northern Trust Bank, Chicago, IL
100% remote
Project Scope: Managed IT infrastructure, operations, service management, and process improvement projects. In this highly visible role, I interacted with a broad constituency, from executives to engineers, and drove initiatives to deliver transformative changes to technology infrastructure.
Assisted teams in developing project plans and addressing dependencies between groups and projects.
Identified risks, managed issues and barriers to project execution, and facilitated resolutions to ensure timely progress and adherence to project plans.
Escalated issues to senior leaders for assistance to gain help as needed.
Provide reports and status to steering committees to ensure a robust two-way flow of information and receive direction and guidance from executive leaders.
Regularly published and communicated project status updates to stakeholders.
Utilized my business and technology insights to help elicit and address key needs and actions.
I have experience managing integrated environments that blended internal and external services utilizing multiple onshore and offshore vendors.
Project Manager
December 2018– June 2020 (Contract) IBM for Cleveland Clinic, Cleveland, Ohio.
Project Scope: Successfully migrated 7,000 clinic-owned Apple iPhones from one MDM (mobile device management) vendor to another. Currently refreshing all Cleveland Clinic network devices and UPS units. This is part of IBM's multiyear contract to refresh all Windows/Linux servers and storage devices.
Project Manager
August 2018– October 2018 (Contract) The Amynta Group, Cleveland, Ohio.
Project Scope: The Amynta Group is a holding company for numerous warranty servicing companies in the consumer and automotive markets. After the divestiture of the Amynta group from its former parent, Amtrust Insurance, numerous sites had to be merged into the Amynta network.
There were numerous tasks involved in each office migration:
Integrating building physical security, including video cameras and other security devices, into the corporate system, office phone system migration, mobile device management (MDM), local mailbox migration, and integration into the corporate Exchange system. Standardizing the local,
Wi-Fi setup with corporate standards. Ordering new telecom circuits, installing new servers, installing new printers, and ensuring that all devices are integrated properly with the Amynta group IT systems.
IT Project Manager
August 2017– June 2018 (Contract) Parker Hannifin Corporation, Cleveland, Ohio.
Project Scope: Managed two high-profile mergers & acquisitions resulting from the Parker Hannifin acquisition of Clarcor Corporation: The Clarcor Data Center move from Franklin, TN to Cleveland, OH, and the global Active Directory migration and consolidation. In addition, I managed a corporate-wide Azure cloud service offering.
Responsible for organizing and leading a cross-functional, cross-departmental, and international team in implementing project deliverables and accountable for delivering projects on time and within scope. Was responsible for all aspects of a project, from initiation to closure. Reported project metrics and progress to senior management. Planned, directed, and coordinated activities for each project, ensuring that goals and objectives were accomplished within the prescribed period and contractual requirements. Created and monitored Microsoft project plans for each initiative.
Project Portfolio:
Clarcor Data Center move from Franklin, TN to Cleveland, OH
Data Center Inventory:
o400 VM’s
oNexus and XIO storage area networks (SAN)
oCisco Switches and routers
oIBM Veeam Backup
oFortigate – Firewalls
oDell servers and chassis
oAutodesk VDI –Engineering Workstations
oCitrix servers
oManaged vendor resources
Global Active Directory Migration and Consolidation
oConsolidating 16 Clarcor domains and 150 global sites to 3 Parker domains. Each Clarcor legacy acquisition site was patched on, not integrated into the Clarcor AD
oCoordinate training classes
Azure Cloud Service Offering
oManaged proof of concept program between competing cloud service providers
oProvided regular status reports to international stakeholders
oManaged cloud environment project plan
oUtilized Cloudyn Azure Cost Management package
Project length: 11 Months Span of Control: Managed project teams of 10 to 15 onshore, offshore and vendor resources.
Critical Success Factor: The ability to successfully manage multiple independent divisional IT organizations.
Senior Project Manager
September 2013 – September 2016 New York Community Bank IT Department, Cleveland, Ohio.
Project Scope: Managed bank-wide initiatives which impact multiple departments and systems. Provide continuing work direction and leadership to project team members and responsible for the appropriateness, timeliness, and quality of each aspect of the project. Actively involved in the execution of the project plans, to ensure successful development and implementation. Actively worked with application development teams with their migration requirements.
NYCB Project Portfolio:
Infrastructure project manager for new office building construction. Managed the installation of the complete network infrastructure; including ordering and configuring network circuits, Cisco routers/switches for IP phone connectivity. Supported staff moves into the new facility.
Datacenter migration projects
oThe bank is migrating from four data centers to two. This project was the first phase of the banks' data center migration strategy. Managed the build-out of a new disaster recovery site, including the purchase of the needed hardware and software to support the scope of the project and successfully managed the timeline and stakeholder's expectations.
oThe second phase is the renovation of an existing data center to become the new production data center. Managed initial planning and timeline for data new center which encompasses the search, acquisition, design, renovation, phases. The search and acquisition phases are complete Will manage the infrastructure roll-out for the project, and support the staff moves in the new data center.
Managing the migration for 500+ servers remaining on the Windows 2003 operating to Windows 2012 operating system. Requirements are inventorying all Win2003 servers, determining hardware requirements, ordering, and installing hardware, scheduling all upgrades.
New retail branch construction, responsible to manage all IT tasks for this project and coordinate with the construction project manager. Tasks include overseeing the development of branch infrastructure plan, order and configure circuits, routers, switches. Order, stage, test & install computers, phones. Procure, build, and configure the branch server. Order and support the installation of ATMs.
Project length: 3 years Span of Control: Managed project teams of 10 to 15 remote resources.
Critical Success Factor: The ability to successfully manage multiple remote projects.
Senior Project Manager
May 2011 – April 2013 Key Bank Technology and Operations Group, Cleveland, Ohio.
Project Scope: Managed the scope, schedule, financials, risks, and quality of various projects and helped ensure business value was achieved. The focal point for all project coordination and communications. Effectively handled multiple priorities. Responsible for project-level financial budget, management, and tracking. Coordinated and facilitated project kickoff meetings with the team, client, and management. Identified impacts/constraints of other projects, to ensure they are accounted for in project planning.
Key Project Portfolio:
Upgrading Cisco Routers for central WAN Core & Backbone and migrating the entire corporation from private line network to MPLS cloud. Estimated annual saving $3.1 million
Oracle 10G to 11G Upgrade create new server environment, test and migrate 100 applications
Citrix Xenapp5 to Xenapp6 create new server environment, test and migrate 50+ applications
Cognos 8.4 to 10.1 Upgrade, create a new VM server environment
Project length: Ongoing Span of Control: Managed project teams of 10 to 15 members onshore and dozens more offshore.
Critical Success Factor: The ability to successfully manage multiple projects and priorities
Project Manager
December 2010 – March 2011 (Contract) J.P. Morgan Chase Business Resiliency Group, Columbus, Ohio.
Project Scope: Primary responsibility is managing major power outage events. A power outage event is a planned power outage of a data center or other major office facility. My responsibility is to be sure that all of the affected parties were notified in advance of the event, were knowledgeable of its scope, duration, and potential impact. I also had to research databases to find out the outage would affect which retail applications, contact the application developers, and develop mitigation plans for the outage. During the outage, I maintain a presence on the teleconference bridge received updates from the IT staff, give status updates to the corporate communications team, and advise application developers when their servers have come back up and they can start their testing. After the event, I would create status reports for my management chain and hold lessons learned sessions for the team.
Project length: Three months Span of Control: Client employees
Critical Success Factor: The ability to successfully manage current power outages while keeping an eye on future outages and measure their impact.
Project Manager
July 2010 - September 2010 (Contract) Avery Dennison Corporation, Mentor Ohio
Project Scope: Completed migration of help desk services from the incumbent vendor to a new one; all-the-while simultaneously consolidating multiple help desks to three global centers; in Bangalore, Hong Kong, and Budapest. My role was to complete the project after the original project manager resigned shortly before the project end. My duties consisted of conducting meetings, maintaining the project plan, preparing status reports and overall project supervision.
Project length: Three Months Span of Control: International team of contractors, vendors, and client employees.
Critical Success Factor: I could jump right to assess the project and gain control with little impact on the timeline.
Project Manager
August 2009 – March 2010 (Contract) Windstream Communications, Twinsburg, Ohio
Project Scope: Successful data center migration from Twinsburg, OH to Conway AR. This required assessment, planning, procurement, vendor negotiations, infrastructure build-out, and move planning, and execution. Coordinating work for multiple teams: new site data center, network, Intel, UNIX, database, and storage. Providing project documentation including; schedules, issue/action/risk logs, executive presentations, project policies and procedures, organizational charts, communications plans, and status reports.
Project Inventory:
500+ servers (UNIX and Intel)
2 EMC storage arrays
2 tape libraries
1 AS400
Miscellaneous racks, KVM and other hardware
Project length: Eight Months Span of Control: Contractors, vendors and client employees.
Critical Success Factor: The ability to successfully manage multiple project elements within a team of project managers.
Project Manager (ITD PMO)
August 2008 – October 2008 (Contract) Cleveland Clinic, Cleveland, Ohio
Project Portfolio: Lawson Mobile Supply Chain Management Wireless Upgrade, Lawson eProcurment Supply Chain Management Rollout, Blackberry Soft Token Rollout, My Tech Request CRM website refresh
Responsible for ensuring the assigned projects were completed on time and within budget. Monitored and reported progress throughout the lifecycle of the project.
Defined project specifications and scope and created a project plan.
Coordinated the securing of project resources and managing those resources.
Insured that the stakeholders and project team understood project goals, and their roles and responsibilities.
Established effective clear communications at the project, stakeholder, and management levels.
Managed project-related tasks performed by contractors/internal staff, tracked and resolved issues as necessary.
Assisted in the procurement of hardware and software
Insured that the disaster recovery process was followed
Insured proper installation of test and production servers
Facilitated production rollout
Program length: Multiple ongoing projects Span of Control: indirect ITD staff.
Critical Success Factor: The ability to successfully multiple projects with often conflicting deadlines and priorities.
IT Program Manager (Security & Disaster Recovery Projects)
February 2006 – December 2007 (Contract) Volkswagen of America, Auburn Hills, Michigan
Program Scope: North American Security & Disaster Recovery Project Portfolio
Program Involvement: Responsible for the coordinated management of multiple related projects in the security and disaster recovery silos. Sponsored multiple projects to technical and executive steering committees to ensure technical compliance and sponsor buy-in. Supervised upgrade from Oracle 10 to 11g. Monitored current project budgets and developed an annual budget for future projects. Supervised constituent project managers to ensure the proper execution of their projects. Coordinated efforts with VWoA PMO and IT resource managers to ensure proper staffing levels were maintained. Developed RFP's in concert with procurement managers for program services, equipment, and software. Monitored project results against technical specifications.
Program budget: $3.5 million Program length: Multiple Ongoing Projects Span of Control: 15 direct report project managers, 50 indirect reports IT staff.
Critical Success Factor: Effective, timely coordination of internal/external project managers, budgetary matters, and deft executive-level stakeholder management.
Project Manager
August 2005 –December 2005 (Contract) Comerica Bank, Auburn Hills, Michigan
Project: Server Conversion
Project Scope: Successfully converted 225 servers from Token Ring to Ethernet.
Project Involvement: Managed and coordinated team efforts involving internal and external resources. Tracked and maintained project schedule, planning, and status reports.
Critical Success Factor: Developed new strategies and processes to make migrations a smooth process.
Senior Project Manager
March 2004 – August 2005 (Contract) ABN AMRO, Troy, Michigan
Project: Microsoft Active Directory rollout Michigan
Project Scope: Managed process to procure, configure, upgrade current server environment from Windows NT domain to Windows 2000 Active Directory structure.
Project Involvement: Created and developed project plans, developed and controlled budget, coordinated procurement of resources and equipment, tracked and maintained project schedule, managed installation teams, chief liaison between the project team and ABN AMRO management.
Project budget: $2.5 million Project length: 16 months Span of Control: 6 direct reports, 25 indirect reports.
Critical Success Factors: Successfully integrated all aspects of the project including initiation, coordination, communication, and risk migration in accordance with ABN AMRO project methodologies.
IT Program Manager
October 2003 – December 2003 (Contract) Vision IT, Detroit, Michigan
Lead project teams in defining, planning, and implementing new projects to achieve business objectives. Analyzed project needs, established project management strategies, and recommended the appropriate level of planning, scheduling, and control. Managed the development, execution, updating, and reporting of project plans and schedules.
Major Duties and Responsibilities:
Established organization-wide project management strategies.
Conducted strategic planning and change management studies
Identified risk, provided analysis and contingency planning.
Pharmaceutical Project Manager
November 2002- April 2003 (Contract) Pfizer R&D Laboratories, Ann Arbor, Michigan
Contract project manager for planning, scheduling, and tracking of more than 15 simultaneous projects conducted in the Pharmacokinetics, Dynamics, and Metabolism (PDM) department. Provided scientific personnel working on PDM projects with all necessary information regarding ongoing and upcoming projects. Collected project-specific study information to update the project plan as required. Worked closely with senior scientific personnel on resource allocation. Provided sponsors with all necessary information regarding timelines and status of PDM projects. Managed and tracked project timelines in Microsoft Project and Project Central. Conducted regular project team review meetings. Developed project metrics and coordinated monthly metrics review. Updated project repository in the Documentum enterprise content management system.
Infrastructure Project Manager
September 2001- November 2002 Allen Consulting Services, Southfield, Michigan
Implemented project management and consulting services for small to medium-size businesses including project planning, proposal development, Windows-based rollouts, and technology assessment services.
Network Project Manager
August 1997- August 2001 IBM Global Services Corporation, Southfield, Michigan
Responsible for planning, budgeting, staffing, tracking and controlling numerous IT hardware and software projects with budgets up to $12 million. Actively involved with all aspects of the project from initial proposal and client presentations to its successful conclusion. Delivered projects that completely met time, budget, and quality constraints.
IBM Projects Managed Summary
Project: $1 billion Detroit Airport, Midfield Terminal Development
Project Scope: Managed process to procure, configure, install servers (SUN, IBM, Compaq) SAN (storage area network), 1400 PC's printers, hubs, routers (Cisco), wireless devices and software for the new airport terminal.
Project Involvement: Created and developed project plans, controlled budget, coordinated procurement of resources and equipment, tracked, and maintained project schedule, lead installation teams, functioned as a liaison between construction, sponsor, governmental, subcontractor teams and IBM senior management.
Project budget: $12 million Project length: 24 months Span of Control: 5 direct reports, 30-50 indirect reports.
Critical Success Factors: Ability to successfully integrate and coordinate all aspects of the project from proposal development and presentation, to project initiation, coordination, and closeout. The project team completed the project was significantly ahead of schedule.
Project: International software refresh for” Detroit Big 3” automobile manufacturer
Project scope: Lead installation team to install client developed manufacturing plant floor software applications.
Project involvement: Remotely managed installation teams in United States, United Kingdom, and Mexico, developed project plans, installation schedules, and project metrics, coordinated activities with line-of-business management, ensuring that project goals and timelines were met.
Project budget: $750,000 Project length: 3 months; Span of Control: 12 direct reports
Critical Success Factors: Ability to successfully coordinate the work of an international team that I never met face-to-face through video conferencing and e-mail.
Project: ATM network and server installation for a large urban school district
Project Scope: Managed installation of ATM Network and IBM servers, district-wide.
Project involvement: Managed the team of IBM network engineers and subcontractors to install 15 ATM switches and 20 IBM servers
Project budget: $1,100,000 Project length: 3 months Span of Control: 3 direct reports; 10 subcontractors
Critical Success Factors: Successfully planned and implemented projects through the summer months, with no disruption to the opening of school in the fall. This was despite the age of some of the buildings (70+ years) and having to coordinate the construction of new communications closets in almost 100% of the buildings.
Project: Y2K Software remediation project for major Midwest computer manufacturer
Project involvement: IBM was brought on board to revamp the project management office (PMO) and rescue a failing Y2K effort.
Project budget: $250,000 Project length: 9 months Span of Control: 2 direct reports; 8 subcontractors
Critical Success Factors: Successfully refocused teams’ efforts as a new incoming project manager and completed all software module testing well before the project deadline. The team’s efforts mitigated an untold amount of risk for the client.
Contact this candidate