Manager Project

Kimberlie (Kim) Staton-Holt, PMP - *******

*** *** *****

Dry Ridge, KY 41035

859-***-**** https://www.linkedin.com/in/kimberlie-staton-holt adbri7@r.postjobfree.com

Project/Program Manager, Scrum Master, Process Developer

Process and Design Engineering / Business Analyst / Systems Analysis / Lean Six Sigma Green Belt / Agile Technical Project/Program Management / System Development Life Cycle / Software Defined Networking / Structured Query Language

Strong Knowledge of Big Data / Cloud Computing / Internet of Things / IP Networking

Highly experienced project manager and process engineering professional with a unique combination of analytical and leadership skills, excellent organizational abilities, and diverse technology background. Particularly strong in network technology. Experienced in traditional office settings as well as in a telecommuting environment. Contributions have included…

Managing nationwide & international infrastructure projects to successful conclusion

Creating innovative solutions to support new technology introductions and equipment certifications

Building and leading diverse project, program and engineering teams

Minimizing costs while maximizing quality and client (internal and external) satisfaction

Bridging the gap between users’ needs and technological solutions

Ensuring compliance with Program Management Office standards

Bachelor of Science (in progress), Industrial/Organizational Psychology, Northern Kentucky University.

Certified SCRUM Master - 711818. Certified Lean Six Sigma Green Belt - 702969

Project Management Institute member.

AT&T Inc. Work History

Project Manager, Scrum Master, Process Developer

(AT&T Principal - Network Design Engineer)

Sep 2010 - Mar 2019

Managed project and process teams ranging from 5 to 82 employees. Responsible for leading projects and developing processes to support new technology introduction, equipment installation & certification, cycle time reduction, and alignment with system enhancement efforts. Included bi-weekly project status presentations to Leadership and Stakeholders, archived in individual project SharePoints. Utilized AT&T’s Project Management And Tracking Tool (PMATT) for BAU project management activities.

Tightened security. When a US Senator’s cell phone was hacked, personally requested by Senior Management to lead the process team to establish detection and corrective measures. Assembled a 24-person Signaling Security team to establish the process and identify system requirements. Authored Visio process flow and corresponding procedures manual. Directed company-wide implementation.

Began network transformation. AT&T needed to begin to utilize Software Defined Networking (SDN) in the United States and Internationally. Led a 31-person project team in the US and a 19-person project team in EMEA to support the SDN Long-Distance Remote Optical Add/Drop Multiplexer (LD ROADM). Project included certifying new ROADMs and Ciena 5130s, adding new data elements to the provisioning and billing databases, building the network infrastructure, and supporting circuit turn-up and maintenance activities. Ensured that processes specific to Domestic and International user communities were developed, communicated, and stored on the project SharePoint and in the internal job aid repository (TDocs).

Facilitated growth. AT&T needed to expand its ability to offer Switched and Dedicated Ethernet Services in 27 states but lacked the necessary Outside Plant fiber infrastructure. Led an 82-person team that developed 7 end-to-end processes supporting the migration of 1,200 cell sites to a dark fiber infrastructure, avoiding $343K in annual access costs.

Reduced cycle time. When Mobility, AT&T Long-Distance, and Local Network Services (LNS) were collocated in a Long-Distance Central Office (36 offices in the contiguous 48 states), Long-Distance required a separate internal circuit to connect the Mobility and LNS equipment. Led a 5-person team that established a process eliminating 32 business days of cycle time for each Mobility circuit traversing through any of the 36 offices.

Reduced expenses. The cost of paying competing cell phone service providers in cities where LNS had a presence needed to be reduced. Led a 52-member process team that developed and implemented a series of infrastructure processes where Mobility leased affiliate fiber from LNS and then ordered Total Service or Baseline circuits from LNS. Reduced payments to competing service providers (e.g. Verizon, CenturyLink, etc.) by $2.3M.

Developed hybrid layer. Google was looking for a provider of 100G circuits, but AT&T’s existing infrastructure did not support that bandwidth. Assembled a project team of Layer 1 and Layer 2 subject matter experts and developed an interim Layer 1.5 infrastructure using New Day/Drive Nets servers while another project team worked on a Layer 2 solution. Delivered 4 100G circuits to Google.

Earlier AT&T positions

Program/Project Manager (AT&T Lead Network Engineering Manager) - Feb 2008 - Aug 2010. Program manager of three business cases impacting a total of 17 systems. Analyzed business need, project charter, and success metrics from Project Sponsors. Partnered with the Financial Analyst team to provide cost/benefit justification and business case approval, PMO to obtain project managers, and functional managers to obtain team resources for the project I managed personally. Led weekly status call with all Project Managers supporting the business case to prepare status reports and address any risks or issues. Led the project team that replaced cumbersome spreadsheets used for planning by 57 AT&T Capacity Managers and Planners which required three hours per day to maintain, augment and update. Led a 46-person project team that created a new system that retrieved network inventory from the appropriate databases of record and provides automated capacity management and capacity planning reports. Achieved $29.8M in yearly expense avoidance.

Process Developer/Project Manager (AT&T Area Manager - Engineering Process Support) - Apr 2007 - Jan 2008. Directed the process development activities of 7 people while project managing the replacement of an off-the-shelf inventory Outside Plant inventory and mapping tool. Obtained funding and resources to develop an internally managed application to provide similar capabilities. Worked with the user community to document the system requirements, database migration, and user acceptance test plan. Although one of the lead developers had a family emergency that required his absence from the project for 6 weeks, his work assignments were distributed to other developers on the team and the system was deployed defect-free, on time, and within budget. Eliminated $420K in annual software license costs.

Process Developer (AT&T Senior Technical Specialist) - Dec 2005 - Mar 2007. AT&T decided to change focus of internal Local Network Service (LNS) technicians to customer service delivery and not on building/upgrading of network ring infrastructure and equipment installation. Led a 16-person team that developed eight separate processes where external vendors would take over. Eliminated an average of 5 people in each of the 63 LNS markets, and $49.1M in annual labor costs.

Systems Analyst/Test Coordinator (AT&T Principal - Member of Technical Staff) - Nov 1999 - Nov 2005. Defined system requirements and coordinated user acceptance testing for 3 trunking workflows contained in a new centralized workflow and facility inventory system; consolidating 63 distributed inventory, provisioning, and billing databases supporting 26 people performing the various trunking functions. The centralized system eliminated $17.9M in annual system support expense.

Technical Proficiency and Experience: Microsoft Office (Visio, Excel, Word, Project, PowerPoint, Outlook), Project Management And Tracking Tool (PMATT), Technology Document Repository (TDocs), Personal Learning Experience (PLE), SharePoint.

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