RAYMOND A. RZASA, PMP
Trumbull, CT 06611
PROJECT AND PROGRAM MANAGEMENT LEADER
A confident and accomplished project and program management leader with extensive experience supporting enterprise goals through effective planning, coordination and organization of domestic and international teams, actively managing project tasks, issues and risk to eliminate scope creep and schedule slippage, defining areas for process improvement by utilizing lean-six sigma principles. Accomplished at increasing company profits by applying project management tools and streamlining program management activities and incorporating business change management best practices for project success. Currently seeking a leadership role within project management where I can apply my technical, analytical, and leadership skills.
Areas of Expertise
Project & Program Management
Team Development & Management
ERP, HCM & CRM Implementation
Independent Consultant 2006 to Present
Senior Program and Project Manager
Manages and improves delivery of enterprise projects by creating and providing direction for artifacts like project charter and scope, project plans with dependencies, issue and risk management resolution, value-stream mapping and RACI definition for team responsibilities. Communicates project progress via project status reporting, team meetings and steering committee reviews for milestone completions, cost control and resource capacity. Leads work streams to optimize project outcomes using PMBOK, Agile, Kaizen, Lean-Six Sigma and SCRUM tools for package implementation, SDLC efforts and business transformation. Streamlines ERP, HCM and CRM platforms and migration efforts by architecting technology requirements, standardizing master data, financial and business information to reduce waste and to enhance marketing, supply chain, warehouse management, operations, quality, human resources, finance/accounting, and order management functions.
Cree, Raleigh, NC July, 2019 - Present
Managing the separation of applications for Oracle EBS business systems and digital applications due to an internal divestiture of an entity to another company. Guiding the development and approval of business requirements and design documents to enable seamless transition of these applications. Directing the creation of test plans and the execution of System Integration Testing (SIT) for acceptance.
Managed multiple project teams and international third-party vendors for the completion of project tasks.
Initiated change management processes to enable new TO-BE business processes for addressing people-process transition within the new business entity.
Assisted in Program Management Office (PMO) & Divestiture Management Office (DMO) reporting to upper management for tasks, issues, budget management and project compliance.
Avanade, New York, NY February, 2019 – June, 2019
Joined Avanade to direct ERP business change management and implementation efforts. Project managed and executed Avanade Innovation Seminars to enhance creation of new consulting programs to assist companies in leveraging new technological strategies and processes. Left Avanade due to a lack of ERP business and project activity.
Banner Services, Carol Stream, IL September, 2017 – January, 2019
Completed a multi-site implementation of D365 (four domestic sites) for this medical product and automotive metal parts manufacturer. Directed efforts for fit-gap analysis, custom design. development & test, deployment and conference room pilots for the project team and third-party resources. Standardized data and business processes for efficient usage of D365 F&O for business transactions and information management. Directed workshops for the creation of test scripts and TO-BE business processes to assist in people-process change management.
Managed multiple project teams and international third-party vendors for the completion of project tasks.
Initiated change management processes to enable new TO-BE business processes for addressing people-process transition usage of D365 F&O.
Led steering committee meetings to assess progress across multiple project plans for tasks, issues, budget management and project compliance.
Stauffer's Biscuit, York, PA October, 2016 – August,2017
Using Sure-Step project methodology, provided direction for ERP implementation for a multi-site business practice and technology change using Dynamics AX2012 R3. Directed change management efforts to enhance people behavior and process streamlining to maximize cost reduction goals and ERP system utilization.
Initiated change management processes to enable new business processes. Created a Fit-Gap deliverable to minimize customization requirements due to strict budget constraints. Directed training efforts to prepare for conference room pilot efforts in using Dynamics AX 2012R3 for food management requirements.
Maryknoll Missions, Maryknoll, NY October, 2015 – August, 2016
Led and managed the business transformation and IT consolidation and migration efforts using Business World M5 ERP and lean six sigma tools to reduce operating cost. Directed change management efforts to enhance people behavior and process streamlining to maximize cost reduction goals, ERP system acceptance and benefit realization. Incorporated new performance metrics to measure efficiencies and non-profit organizational effectiveness.
Initiated change management process to reinforce Maryknoll organizational goals and objectives for compression. Provided project management direction in managing the third-party software vendor and assisting the project stakeholders.
Project managed the migration and cleansing of Microsoft GP data to Business World for cut-over and implementation efficiencies. Defined and provided training using VISIO process flow diagrams and pathways to enable end-users to perform job tasks using new software tools within Human Resources, Finance and Procurement.
Sekisui-Voltek, Lawrence, MA March 2015 – July 2015
Using project management tools, assessed enterprise readiness for upgrading ERP to implement new modules, master data and standardizing business processes domestically. Provided project issue and risk assessment with suggested corrective approaches to optimize phase two implementation efforts. Led and managed project efforts to provide customer product quality data and test results. Provided project strategies that streamline job tasks and information requirements, consolidate financial reporting to Sekisui-Chemical (parent company), and developed a strategy and project methodology for future Sekisui US-owned implementation projects. Assessed the IT function for the implementation of ERP to support the company’s ability to respond to business changes.
Enhanced ERP system usage and next phase implementation efforts within a multi-site business environment by directing training requirements for business process owners, end-users, and technical staff.
Provided project direction and training for implementing warehouse management, advanced master scheduling, product costing and labor reporting.
Led project effort for data migration, mining and business intelligence of OLAP cubes enhancement.
Chobani, Norwich, NY September 2014 - Feb 2015
Directed project activities to comply with new Chobani Program Management Office requirements for financial and business justification criteria and control. Acted as a key player in the development of TO-BE business processes for next step implementation efforts with a third-party implementer, Infosys using ERP.
Improved product control and traceability by integrating product identification, modifying warehouse management processes and bar-coding systems saving $1.3MM.
Excelled at being a Subject Matter Expert (SME) and go-to resource for project management guidance and assistance.
Northeast Utilities, Berlin, CT June 2013 - September 2014
Project managed the creation of a data warehouse ($3 million) that improved data mining and management of customer requirements for power delivery and service for a multi-site enterprise. Established and managed budgeting, staff, and off-shore resources, including management of the steering committee, advisory boards, and fellow project managers. Acted as a main point-of-contact for project deliverables, planning, status updates, and Sarbanes-Oxley governance. Collaborated and project managed efforts to develop an RFP for a SDLC contract development effort.
Implemented change management methods to modify business practices across business functions to reduce non-value-added activities. This included rate case data warehousing for finance and accounting.
Provided data migration direction for consolidating master data from multiple, disparate systems due to merger & acquisition activities.
Omnicom Corporation, New York, NY February 2012 - June 2013
Created a Program Management Office that enabled ERP & CRM standardization and implementation of re-engineered processes for 35 agencies with project budgets of between $1.5M and $4M. Eliminated risk for rapid implementation of new project services software by defining gap-fit and executing technical solutions, including the incorporation of change management processes for business modification acceptance. Allowed for the more efficient integration of project activities and resource allocation by aligning project activities via Project Server.
Successfully managed and developed staff and project managers in efforts to define to-be processes and streamline business operations through best practices for revenue recognition and project accounting charges.
Using Dynamics AX and PeopleSoft platforms, led project management efforts to standardize process and information for efficient implementation of new business tools.
Corning Inc., Elmira, NY March 2011 to February 2012
Led a $3.5M process streamlining project for domestic manufacturing sites (Corning Optics), as well as efforts to define business requirements for order-to-cash, warehouse management, purchase-to-buy, make-to order, make-to-stock, and voice of the customer business processes. Utilized lean-six sigma tools to bridge system versus business process requirements.
Utilized project management expertise to minimize risk and to define gap-fit requirements for creating focused RFP's optimize ERP/CRM vendor selection.
Enhanced SDLC process using Waterfall, Agile and Lean tools to accelerate deliverable acceptance by project owners.
Swedish Match, Inc., Owensboro, KY January 2009 to March 2011
Successfully managed PMO efforts, using deep COT knowledge, to select and implement ERP & CRM systems for this multi-national enterprise, allowing for fulfillment of FDA traceability and product recall business needs. Project managed international third-party resources for execution of programming and project deliverables. Established communication channels for project cost control, project risk and project change management with project stakeholders.
Effectively managed a $5.8M budget and all project deliverables including business and technical specifications, user documentation, test plans, and test scripts using Agile and Lean-Six Sigma toolsets.
Edward Brothers, Inc., Ann Arbor, MI 2006 to 2008
Project managed a multi-site business process engineering and change management effort for a printing manufacturer by defining as-is and to-be processes and performing gap-fit assessment, project planning, risk management, third party business management, budget compliance, and IT governance. Streamlined warehouse management, receiving and shipping business processes for faster throughput to fulfill customer needs.
As Project Manager, managed budget, project scope and risk for using ERP tools to transform the business due to new technology threats. Provided a project roadmap to enable end-users to understand TO-BE business processes and to reduce resistance to change.
Esselte Corporation, Stamford, CT 2003 to 2006
Global Project Manager
Designed, implemented and project managed the worldwide global model for the overhaul of current supply chain systems thus allowing for a rapid deployment of existing enterprise entities and new acquisitions using Dynamics AX ERP, CRM, and Manhattan Associates. Managed and mentored project teams tasked with implementing Dynamics AX across eleven countries utilizing country-specific solutions based on governmental and environmental requirements.
Saved the company $1M in transportation costs by implementing global supply chain outsourcing.
Modified business processes within materials management, warehouse management and procurement, saving $250K.
Columbus IT Partner, Stamford, CT 2001 to 2003
Global Project Director
Directed rapid implementation projects for mid-sized companies within the DOD & CPG industries. Enhanced project completion, change management, and organizational transformation by implementing a functional business model and business process modifications. Enabled customers to reduce operating expenses by 25 – 40%. Led multiple project teams on fixed price and cost-plus contracts for federal and commercial clients, RFP development and contract management.
Decreased costs by compressing ERP implementation timetables to four months.
Education & Training
M. S. – Engineering; Management of Technology – Fairfield University
M. A. - Corporate and Political Communication - Fairfield University
B. A. – Biology – Brown University
CPIM - American Production and Inventory Control Society – Recertified (2003, 2008 & 2013)
CIRM - American Production and Inventory Control Society – Certified (1995)
CPM – Institute of Supply Management – Certified (2008) – Lifetime Certified
PMP – Project Management Institute – Certified (2008) Recertified (2011 & 2014, 2017)
PRINCE2 – Foundation (2003)
SMC - Scrum Master Certified (2016)
AEC - Agile Expert Certified (2016)
Microsoft Sure Step Certified (2016)
Lean Six Sigma Green Belt & Black Belt – Purdue University (2010 & 2011)
Oracle OPM, Dynamics AX v2.5, 3.0. 4.0, AX2009, AX2012 – ERP & CRM, Agresso, PeopleSoft, Enterprise Portal, Manugistics, Manhattan Associates, INDUS, Informatica, Hyperion, Microsoft SharePoint, Project Server and HP Quality Center.
Internal Change management transition tools used include Kaizen, Agile, PMP methodologies, SIPOC, Prince 2 and 5S.