Adeleke G. Adetunji

***** ***** ***** *****,

Leesburg, VA 20176

Day Phone: 202-***-**** Email: adg64h@r.postjobfree.com LinkedIn: https://www.linkedin.com/in/adeleke-g-adetunji A forward-thinking and goal-oriented project manager, with extensive expertise in corporate, government, and higher education project management. Additional strengths in IT project management, project planning and coordination, strategic planning, and process development. Excels at balancing multiple priorities and creating innovative strategies to meet and exceed company and organization objectives. Recognized as an experienced, highly motivated, and results-driven producer, with exceptional leadership, organizational, communication, and interpersonal relations skills.

Work Experience:

Project Manager – The George Washington University 07/2004 to 07/2020

Employment Type: Permanent Hours worked per week: 40 Professional Experience:

I planned, directed, and coordinated activities of IT projects to ensure that established milestones were accomplished on time within prescribed funding parameters and in accordance with clients’ business objectives. Managed departmental strategic planning, developing project management processes for Project and Portfolio Management Office

(PPMO) to ensure projects were managed across organization in a standard way and conducted project management methodology mentoring and coaching. Established Project Management Life Cycle (PMLC) process, that includes initiating, planning, analysis, design, executing, monitoring, controlling, and closing phases. Launched process for designing disaster recovery and business continuity. Worked with IT Security team and established security assessment process for evaluating server configurations, network connectivity, and applications operating systems to ensure whole configuration was secured. Used Microsoft Project to develop detailed project schedules uploaded into HP PPM and TeamDynamix Project and Portfolio Management

(PPM) tools. Provided regular project boards updates through phase-gate meetings and biweekly project updates to steering committee and division of IT management. Held regular project status meetings. Organized division of information technology portfolio management. Sample projects and application of my professional experience: Project 1: Microsoft Active Directory Implementation Project The Microsoft Active Directory (AD) project, a four-year project was implemented to be used as the main university authentication, files, and printing management service. The implementation was done in three phases.

The first phase was assessment of the university needs for an Enterprise Active Directory (EAD). This phase was implemented through a Statement of Work (SOW) signed with Dell Global Services. I managed the SOW from creation to implementation. I participated in the evaluation of the recommended solution with a team of Windows System engineers.

Once a solution was selected, I managed the team to identify all requirements for the infrastructure configuration and developed contractual documentation (Statements of Work (SOWs) and Statements of Objectives (SOOs)) for the implementation of the solution and reviewed and evaluated contractor proposals and made recommendations for award. The implementation of the infrastructure was done as phase 2 and it comprised of building the AD environments (Development, Test and Production) and connecting it to the Oracle Identity Manager (OIM) from where all the user identities were uploaded.

The third phase was implemented as a program and comprised of multiple projects managed concurrently. This included identifying services such as the SunOne LDAP authentication service and Novell services used for printing and files management. All these services were migrated to EAD as part of the program and I also managed the decommissioning of the old service environments. The whole project cost was $2.5 million.

During the implementation of the EAD project, I monitored all the project staff and contractor efforts and use of resources to ensure effective/efficient expenditures and attainment of project goals and ensured that new systems and applications were consistent with the university application and enterprise architecture. I used my knowledge of project management principles, methods, and practices, including planning and scheduling to create the project schedules using Microsoft Project. This schedule was uploaded to HP PPM tool that we used for project management. I directed and coordinated the activities of the related projects within the University to ensure established milestones are accomplished on time, within prescribed funding parameters, and in accordance with business objectives. I used the HP PPM application to monitor all project activities taking action to avoid problems or delays while ensuring the accuracy and quality of project deliverables.

I managed the risks and their mitigations using the HP PPM tool. In using the tool, the identified risks were rated based on their probability of occurrence and the risks that did not occur or the ones mitigated were closed out so that emphasis was laid on risks that were yet to occur. At every stage of implementing the project, risks were identified and managed using the risk management module of HP PPM. I assessed and managed the contractor performance against project goals. This was demonstrated by following our organization practice to ensure that vendors agreed to our milestone-based payment system and that our “Do not exceed” clause was part of the contract. Using the milestone based payment system; I managed the EAD contract and ensured that vendors were only paid based on confirmation that the activities that corresponded to the milestones were completed and that a product was delivered at every stage of the milestone.

IT systems security methods and techniques to systems design was used. For example, I followed security assessment process for evaluating server configurations; network connectivity and applications operating systems to ensure that the whole configuration was secured. As part of this process I led the team to prepare pre-assessment questionnaire, post-assessment review of risks documented in “Plan of Actions Milestones (POAM)” and to manage the mitigation of the risks. Once the risks were mitigated, the updated POAM was presented to IT Security for review and Interim Authority to Operate (IATO) or Authority to Operate (ATO) was granted before the project was put into production.

I defined project scope, requirements, and deliverables during the initial phase of the project, made improvements and took actions to mitigate any problems that arose. Developed the product release plan and coordinated implementation of the final product; coordinated the quality assurance processes; developed and managed project documentation requirements or procedures; directed project status meetings, phase gates, milestone, and final project review. Risks were identified, documented, mitigated, and reported to senior management (Directors, Associate Vice Presidents and the CIO) on a regular basis.

Project 2: TeamDynamix Project

Served as the project manager for the design, development, testing, and implementation of the TeamDynamix project and portfolio management tool. As the project manager, my duties included but were not limited to organizing planning, leading, and coordinating project teams; consulting with senior management and other users on business policies and procedures to ensure appropriate system direction. I managed the Request for Proposal (RFP) process and worked with the University’s procurement department. I identified the list of COTS applications that led to the selection of the TeamDynamix application. In this process, I analyzed clients’ information systems requirements and determined appropriate products or services necessary to satisfy requirements.

During the implementation of the project, I applied project management theory, systems development life cycle techniques and tools including, but not limited to, requirements gathering, data management and conversion, test script development and acceptance testing implementation. In this process, I followed our Project Management Life Cycle

(PMLC) process.

Project 3: Banner Upgrades

I managed five different Banner applications related upgrades over a period of 11 years. I managed several versions of the upgrades from version 5.x to version 9.x. For each of the upgrades I applied my knowledge of the principles, concepts, techniques and methods of systems and software design, development, and modification as well as systems security, new and emerging IT applications. For example, the Banner application was evaluated based on the users requirements and some of the modules were used as baseline and some were modified to suit the users’ well established processes. I used the different applications development or modification methodologies. For the Rational Unified Process (RUP), it was used because some of the users preferred the iterative nature of the method, especially because they wanted a step approach to the applications development. Also, some of the modules were modified using the Agile Unified Process (AUP) because the users preferred the iterative method of modifications that allowed them to receive and use completed units of the modules as the upgrades progressed. Some modules however, could only be modified using the Waterfall methodology because the users of those modules cut across many offices.

In all the upgrades, I managed the preparation of schedules, resource and cost estimates for software application systems development. Each of the upgrades exceeded 9 months in duration and over $200,000 in total cost. Projects led to date are more than $10,000,000 in total cost and the longest of them exceeded 4 years in duration. Schedules were tracked using an automated tracking tool and progress was reported to executive management on a regular basis. In managing the Banner upgrades, a systematic approach was employed to elicit, specify and track requirements throughout the life cycle of the project, such as establishing and versioning baselines, ensuring customer approval, and facilitating traceability from inception through design, testing and deployment. I worked with clients and customers (that is, any individuals who used or received the services or products that my work unit produced, including the general public, individuals who work in the university, or organizations outside the University) to assess their needs, provided information or assistance, resolved their problems, or satisfied their expectations; knew about available products and services; committed to providing quality products and services. For example, during the Banner upgrades, Steering Committee, made up of user offices representatives, was formed to represent the interest of their offices and I provided regular updates to them through meetings. I also initiated the formation of another committee, the Banner Executive Committee (BEC), made up of VP level representatives. I worked with the BEC to resolve project decisions that the steering committee could not resolve. The meetings with the BEC were called as needed while the meeting with steering committee was held regularly bi- weekly during the period of the implementations.

I expressed information (for example, ideas or facts) to individuals or groups effectively, taking into account the audience and nature of the information. I made clear that I provided convincing oral presentations; listened to others, attended to nonverbal cues, and responded appropriately. My oral communication ability was manifested during the Banner upgrades as I communicated the users’ ideas and requirements to the project team and communicated back to the users, technical solutions that the project team recommended. I presented technical information back to the users in a language that they would understand instead of using technical jargons used by the project team. This was successfully done as evidenced by the successful implementation of several upgrades that I managed.

I managed the relationships between clients and colleagues as I distinguished how to deal with varying personalities and fostered a work environment that was conducive for success. This was evident in the way I managed the relationship between the project team (IT), the steering committee and the BEC. I made sure that these relationships were improved from one upgrade to the other as I applied information from lessons learned from each upgrade to the next.

Issues register was utilized to track problems/issues that we identified during project discussions or during presentations to the committees. Alternative solutions to the issues were generated using my meeting facilitation expertise to identify options and decided on solutions which were recommended to the teams and decided on. The project status update meetings I had with the project steering committee and BEC were done by providing presentations or briefings on all aspects of the project to ensure that I displayed the understanding of their collective organizational mission and the University corporate direction. Oral discussions that resulted form the meetings were conducted with personnel at all levels and with representatives from other departments in the university. There were occasions when representatives of the vendor were present to explain their understanding of regulatory changes that were required as part of the upgrades.

I communicated policies, direction, and needs to ensure the alignment of resources with IT strategic direction. Due to the strategic nature of the project it was important to be able to work with senior management and report those issues appropriately to the right audience.

PPMO Strategic Development and Implementation

I worked with the Portfolio and Project Management Office (PPMO) Director in strategic planning for the PPMO. As part of this, I identified the need to develop a functional project manager role which allowed functional team members who may be interested in project management to manage their departmental focused projects. I developed minimum project manager expectations to simplify project management methodology for the functional project managers.

I provided mentoring and coaching to other PPMO project managers, as well as functional project managers throughout the GW IT division.

I developed and maintained cross-departmental relationships throughout the GW IT division and university. I acted as PPMO Ambassador and was recognized for my high level of skills, style, and substance.

I acted as change agent for newly implemented changes to project management processes. This was done through trainings, presentations and discussions using lunch and learn sessions.

I organized the inaugural project management symposium attended by representatives from 15 other colleges and universities.

I organized Project Management Community of Practice through which project management culture was disseminated to interested non-project managers. Senior Project Manager – EastBanc Technologies for District Department of Transportation (DDOT)

04/2003 to 07/2004

Employment Type: Contract Hours worked per week: 40 Job Description:

I managed full Software Development Life Cycle using Project Management methodologies (Management of project Integration, Scope, Time, Cost, Quality, Communication, Risk and Procurement). I also used the Earned Value Management Analysis as required by the division to evaluate the progress on the projects. I served as the project manager responsible for the DDOT Operational Support and Applied Technology Division software applications development. I also served as a recognized technical authority on the development and/or interpretation of automation guidelines, policies, legislation and regulations. I communicated and/or visited with Headquarters customers regularly to provide training support and ensure delivery of information technology systems with complex designs. As the recognized technical authority, I provided advice on the appropriate IT products and services and financial process to satisfy client requirements. I provided expert advice and assistance to client in developing and preparing acquisition strategies for managing complex tasks from inception to award, implementation and to closure. I provided project management coordination for the Division of Operational Support and Applied Technology IT projects and served as the liaison between the division and other departments in DDOT to ensure completion of task. I worked with the vendors and assisted with the development of project schedules and supporting project and life cycle documentation.

Had hands-on work experience with all key software application system development disciplines, including requirements management, systems analysis and design, development, testing and implementation. I also facilitated the training of users for the developed application and trained other users who did not participate in the vendor organized trainings.

Senior Staff Specialist, Projects - MCI WorldCom Inc., Arlington Virginia 08/2000 to 06/ 2002

Employment Type: Permanent Hours worked per week: 40 Job Description:

I managed Full Software Development Life Cycle using Project Management methodologies (Management of project Integration, Scope, Time, Cost, Quality, Communication, Risk and Procurement). I built and maintained projects intranets using MS FrontPage and HTML codes.

I coordinated and conducted regular project meetings with sponsors and other stakeholders. I managed projects databases, Change Management Requests and performed presentations.

Quality and Data Manager - Resource Consultants, Inc., Vienna, Virginia 01/1999 – 08/2000

Employment Type: Permanent Hours worked per week: 40 Job Description:

Served as the Quality and Data Manager at a USPS Mail Transport Equipment Plant. Coordinated quality activities and supervised Quality Control Data Analysts and Auditors.

I prepared Quality Control Training documentation and conducted trainings. I also prepared and interpreted statistical analysis of production data. I coordinated help desk issues for support of Windows NT and Intranet and assisted with personnel issues

(promotions, evaluations, and interviews).

I researched and resolved data errors, performed periodic data audits for accuracy, consistency and conformity with standards. The data patterns of productivity, quality, and inventory exceptions/deficiencies, both from the data analysis and from a workflow perspective were proactively observed for accuracy. I made sure that data collecting devices used for production were maintained so that production was not interrupted. Project Manager - Shell Petroleum Development Co. Nigeria 07/1988 to 12/1998

Employment Type: Contractor Hours worked per week: 40 Job Description:

I served as a Project Manager for Civil and Building Engineering Projects that included renovations, re-constructions, sand-filling, construction of bio-degradable sewage treatment plant, construction of water treatment plant, etc. I managed Construction Project Life Cycle using Project Management methodologies

(Management of projects Integration, Scope, Time, Cost, Quality, Communication, Risk and Procurement) for the following projects.

I produced front-end plans (i.e. Project Execution Plans and Budgets), tender documents and schedules, pre-qualified architects, engineers, and contractors. I evaluated bids, recommended awards and coordinated consultants’ activities during design stages.

For execution and controlling of the projects, I prepared contract documents and construction schedules, coordinated project meetings (tendering, kick off and progress meetings) and activities between consultants, contractors and the client. I controlled budgets and expenditure; checked and approved contractors’ claims, evaluated and prepared variation documents and change controls. I conducted statistical and program analysis and wrote reports.

Coordinated office moves, monitored construction works for compliance with specifications and provided technical advice.

Education:

George Washington University, Washington, DC

M.S., Project Management, 12/2004

Enugu State University of Technology Business School, Lagos, Nigeria Incomplete MBA, 12/1998

Enugu State University of Technology Business School, Lagos, Nigeria Graduate Diploma in Management Sciences, 09/1997

Yaba College of Technology, Lagos, Nigeria

Higher National Diploma (BS Equivalent), Civil Engineering, 07/1988 Professional Certifications

PMI Certified Project Management Professional (PMP), 12/2001

ITIL v3 Foundations, 09/2011

AAPM Certified Master Project Manager (MPM), 09/2012

Fellow of the American Academy of Project Management (FAAPM), 2020

Certified ScrumMaster (CSM), 2018

Trainings

Critical Thinking and Creative Problem Solving 24 Hours 2015

Strategic Thinking for Operational Management 24 Hours 2014

Communicating Up: Winning Strategies for Successful Executive Conversations 16 Hours 2014

Management Skills 32 Hours 2012

ITIL V3 Foundation 24 Hours 2011

Preparing for the Program Management Professional (PgMP) Exam 40 Hours 2010

Best Practice for the Multi-Project Managers 24 Hours 2009

Managing Todays IT and Technical Professionals 24 Hours 2008

Project Team Leadership: Building Commitment Through Superior Communication 24 Hours 2007

Project Relationship Management and the Stakeholder Circle 16 Hours 2007

Power, Influence and Politics in Project Management 16 Hours 2007

Project Relationship Management and the Stakeholder Circle 8 Hours 2007

Delivering Business Strategies through Projects, Programs, Portfolios and PMO’s 16 Hours 2006

Project Portfolio Management: Selection, Prioritization and Management 16 Hours 2006

Microsoft Project: Managing Multiple and Complex Projects 24 Hours 2006

The Strategic Project Office: Performance Measurement & Governance 32 Hours 2005

Special Accomplishments:

Presented at a Project Management Conference organized by Texas A&M University 2013

The first and only project manager profiled in the GW IT newsletter: https://it.gwu.edu/it-profile-adeleke-leke-adetunji

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