Manager Project

Robert D. Sherrard

Frankfort, Kentucky *****

Cell 859-***-****

Home 502-***-****

*********@*******.***

Summary of Experience

Knowledgeable in the PMI Methodology of Project Management with over ten plus years of Project Management experience. Over 20 years of IT experience in Disaster Recovery, networking, asset deployment, and administering a Local Area Network (LAN). I am experienced in overseeing infrastructure and network projects, detailed oriented, time driven to meet deadlines, able to multitask workload, a team player, forethoughtful in planning to minimize risk and able to work overtime to keep a project on its timeline.

Detailed Experience

BrightSpring

2019 – 2020

Project Manager for moving the company’s data center from their current location to a colocation. Lead the effort in inventorying the data center equipment, determining the owners and the destinations for the equipment. Leading the effort in decommissioning older equipment to cut cost. Coordinating the vendor selection process for the movers and colocation sites. Leading meetings to define requirements for the new colocation and determining what needs to be procured for the new site. Coordinated the effort with the Network Team to build out the infrastructure and worked with the Server team to build out the Cisco UCS environment. Organized a bi-weekly Executive Working Group meeting to report status on the effort and to determine strategy and direction for the effort.

Leading the Telecom and Email / File Share work-stream effort with the Marlin Merger and Acquisition. Coordinated with the Functional Teams to transition the new company to our systems and environment. Worked with the PMO to assist Functional Leads to plan out the effort and drive the effort. Planned out the work to port numbers with phone carriers, procure equipment, coordinate with resources, build out the call flow system, and implement the phones to the remote offices. Also assisted in planning the email and file share migration for the merger.

Leading the effort to establish the companies Disaster Recovery Program. Creating Application Recovery Guides for all the major applications in the data center. Coordinating with the IT Teams to obtain and record the server information, dependencies, and associations to other systems. Compiling the information to create a tier structure to determine which system comes up first, during a disaster.

Leading the effort to upgrade all 2008 Servers and 2008 SQL Servers on the company’s network.

Working with my project team to determine a baseline on how many servers will be in scope to upgrade. Coordinating with Stakeholders to develop a plan to upgrade or decommission the older boxes.

Overseeing the effort to remove all the Mozy PCs in the field offices that are use as storage devices and print servers. Defining requirements of the effort and creating a strategy to accomplish the goals and scope of work. Worked with the team to remove the data and from the field offices and transport it to the Louisville Data Center, without compromising the integrity of the patient data.

Toyota

2018-2019

Project Manager for installing the infrastructure for the new Paint Plant Building at the Georgetown, KY facility. Working with vendors to outsource the work for 100 yards by 100 yards building. Planning, overseeing and coordinating the implementation of network cabinets, mini power zones (MPZ), junction boxes for power, primary and secondary fiber, and WIFI infrastructure. Procured equipment and oversaw the 1.2 million dollar budget. Worked on forecasting expenses for the next business quarter.

Project Manager for the TNGA Project within the Powertrain department at the Georgetown, KY plant. Planned and coordinated with Powertrain to provide the IT infrastructure for four external bump-out rooms, very large office work area, and two new engine lines within the Powertrain plant. Performed budget tracking for 1.4 million dollars and procured all the IT equipment. Obtained quotes and coordinated the work with outside vendors. Worked on presentations for upper management to report the progress. Also coordinated and procured the Audio Visual (AV) equipment for all the conference rooms within the office space.

Assisted with the LAN Refresh and Firewall upgrade project that was being conducted at the TMMK plant. Coordinated the effort with the local plant department and worked with the LAN team at the Plano office. Coordinated the testing and validation of system that would be affected by the implementation. Planned out the logistics of the change and worked with local upper management to keep them informed of the effort.

Appriss

2016-2018

Program Manager of the Linn Station Data Center Migration Project. The scope of this effort was to move all the physical servers, virtual servers, network circuits, SIP lines, and all system programs from the main Data Center to the secondary Data Center and a new Colo Data Center in Virginia. Constructed and maintain the project plan, lead a biweekly Manager and Director level meeting to record and lead the effort of the project. Tracked and documented effort with weekly side meetings to drive effort and reported up to the CIO of the company.

Lead Project Manager to create and incorporate an IT Disaster Recovery Program for Appriss. Lead the effort during the BIA (Business Impact Analyst) phase with Business Owners and IT Owners to gather system information, created a Disaster Recovery Plan for the company to base the program around, lead the effort with department IT resources for the ISCP (Information System Contingency Plan) phase to document system procedures.

Lead Project Manager over the building out of the new Colocation Data Center at Ashburn, Virginia. Managed the network team’s effort to associate a “direct connect” connection from Amazon (AWS) to the colocation. Managed the transition of racks moving from the main data center to the new site.

Lead Project Manager over the Amazon Workspaces (AWS) Project. Oversaw and planned the effort for Appriss to setup an environment in Amazon Workspace, to run corporate systems from the cloud.

Lead Project Manager over the Auburn Facility Rollout Project. Lead and managed the new office setup from the acquisition of a company. Worked with facilities to implement new furniture and desks for the office space and worked with IT to implement new IP cameras, routers and switches to connect the network to the main data center. Worked with the application team to transition the new acquired software to Appriss.

Toyota

2015-2016

Lead Project Manager on the implementation to install a Nutanix infrastructure at the Kentucky Data Center. Procured and managed the installation of fiber, FICs, Cisco FEXs, cabinets, PDUs, and electrical circuits to build out the infrastructure. Worked with the Nutanix vendor to install the hardware. Managed and logged risks and issues that came up during the project. Held weekly meetings and side meetings to move effort forward and recorded the effort by MS Project, action item logs and meeting notes. Managed the project budget that was 2.1 million.

Lead Project Manager on the implementation to install a Cisco UCS hardware at the Toyota Missouri Data Center. Lead the migration of 64 servers from the old virtual center to the new virtual center on the UCS hardware. Worked with my project team to decommission older servers. Performed hardware procurement and budget tracking for the project. Managed the project budget that was 1.4 million.

Lead Project Manager on the implementation to install a Cisco UCS hardware, NetApp, and Hitachi Storage Unit at the Toyota West Virginia Data Center. Lead the migration of 74 servers from the old virtual center to the new virtual center on the UCS hardware. Working with my project team to perform a File Share Migration with the data to the new NetApp. Performed hardware procurement and budget tracking for the project. Managed the project budget that was 1.9 million.

Led the initial phase to start the project funding for the Baja California Data Center. Worked with the plant’s management to determine requirements, obtained quotes, worked with designers for a Nutanix infrastructure, crafted the Ringi form and processed it in the company’s funding process.

Lead Project Manager on the project team to rename the VLANs at Toyota’s main data center. Led the effort to install a Cisco UCS hardware to virtualize all their physical servers.

Lead Project Manager on the effort to migrate six mission critical servers at the Indiana Data Center to finish out a stalled project. Worked with my project team to define and schedule agreed upon migration dates and determine risk to lower the chances of a migration failure.

Lead Project Manager on the TMMK (Kentucky Data Center) SAN Director implementation project. Worked with a project team to install two Hitachi SAN Directors. Worked with vendors to install hardware and perform cable management. Scheduled, coordinated, and managed effort to meet project objectives. Procured hardware, tracked the procurement process, and budgeted the finances of the project. Project budget was 1.2 million.

Lead Project Manager on the TMMI (Indiana Data Center) SAN Director implementation project. Worked with a project team to install SAN Directors and to perform cable swaps to migrate new hardware into the production environment. Managed and coordinated the project effort with the Storage team. Project budget was $800,000.

Managed and tracked the Windows SDS Server Team activities at Toyota (TEMA). Led weekly Server Team meetings to talk about small to medium activities that were greater than a service ticket but needed to be monitored and resolved. Was responsible to find repetitive incidences within the server environment and track them.

The responsibilities were on average managing 10 plus Local Area Network (LAN) activities at a time.

Example of activities: Virtual Machine clean up on the Vcenter, Implementation of a 2012 Terminal Server, Extending Server Patching on the ENG domain, Eliminating HP SIM from our network, Domain Controller Access - Lock Down effort and Decommissioning old Vcenters on the network.

Led the effort to transition a third-party IT vendor to manage and support the TEMA Toyota Window Server environment. Defined services that vendor will need to manage, led the server teams from both parties in the transition process, developed documents to record all processes with the department, tracked effort and reported with status updates and presentations.

Commonwealth Office of Technology

2012-2015

Led IT Security Projects to lower the security risk vector of the COT Security Department by implementing NIST Standards. I took the recommendations from a third party security assessment and created projects that utilized the following skills: Crafting charters for executive buy in, presenting to executives to update the project initiatives, requesting SMEs from managers for each project, creating project plans, leading meetings, and documenting action items, issues, and risks.

After leading projects after two plus years I lead the coordination of a security assessment conducted by a third-party vendor. Took the recommendations from the assessment and compared it to the original assessment baseline of 69% and recorded a NIST (National Institute of Standards and Technology) rating increase to 89%.

Led the Encryption Project to implement an enterprise encryption key management policy. The deliverables from this project were the following: an enterprise encryption key policy, the documentation of the life cycles of the States encryption key management (creation, usage, recovery, and destruction), and updating the enterprise architecture standards regarding encryption management and cryptographic controls to reflect current industry best practices.

Led the Security Awareness and Training Project to develop and implement a comprehensive information security awareness and training strategy. The scope of this effort was to create an awareness and training plan for end users, COT managers, position specific training for COT IT personnel, and Security Office staff. From this project the team documented the NIST requirements as a baseline for our deliverables, explored internal options for training and conducted a vendor selection process to outsource our training need.

Led the Incident Response Project to create an enterprise policy document that would provide procedures to remediate any major information security incident. The deliverables for the project were: establish an incident response policy, create an emergency response team for incidents, update the current incident response process, and make an awareness of the plan to be recognized throughout the enterprise.

Led the project to standardize and document the configurations for all servers, workstations, and network equipment on the State’s network. The procedures from this project will standardize security for the devices and nodes on the network. The standards will be a baseline for future tracking and audit purposes. By having consistent configurations for devices, it lowers the risk for vulnerabilities to be introduced into the network through improperly configured devices.

Identify and diagram the physical and logical layout of the States network. My team documented the network segments, IP ranges, all access channels, and third-party access to our network. The documentation identified all points of entry that users, vendors, and customers use to access the network. The documentation produced will be a baseline for tracking purposes in the future, enabling COT to address access control challenges, including insider threats, guest access, and compliance to federal regulations.

Project Manager over the data matching of two systems to implement Microsoft’s Forefront Identity Manager (FIM). Led a team of resources to match the user employee ID records from a SAP system to Active Directory profiles. This effort was to determine what was in and out of scope for 58,000 plus records and to match the records to use as an association for the FIM system to SAP and Active Directory. The team drove this phase of the project further than anyone’s expectations. We started out with 450,000 SAP records and 58,000 AD records, and by matching and filtering we ended the phase with 20,700 matched records.

Coordinator for the Disaster Recovery Program for the State of Kentucky (COT).

Managed the Disaster Recovery Plan to ensure it was up to date for a disaster recovery event. Coordinated the Disaster Recovery Exercises for the DR Program, managed the DR budget for billing that was over one million dollars, met with potential new DR Clients and presented the benefits and value of the COT DR Program, created and drove projects to set systems up at the Alternative Data Center, worked with DR Clients to define and meet their DR goals and objectives for each year. I revamped the DR Plan to meet NIST standards.

Kindred Healthcare

2011-2012

Project Manager over the upgrade of the corporate network. This project was to upgrade all the access layer switches in a six-floor tower and Data Center, upgrade the distribution layer switches, and to increase the bandwidth between the corporate tower and Data Center. This project had a 1.1-million-dollar budget. I planned out the project, scheduled the installations with the third-party vendor, documented the project according to the company’s PMO, and performed risk management to mitigate the risk.

Project Manager over the installation of 60 Cisco WAAS devices at remote sites. Performed a WBS session with the project team to breakdown what needs to be accomplished for the project.

Looked at historical information to develop a solid project plan. Identified remote sites from the Statement of Work, obtained the names of the Stakeholders for each facility, tasked out the work to be accomplished at weekly meetings, and reported weekly progress to Upper Management.

Project Manager of the Data Center Network Upgrade. I was given this project in the third phase after the Data Center’s network had been installed. I oversaw moving 600 plus servers from the legacy network to the new Cisco Nexus network. Had the project team to define all of the servers on the legacy network, define the process of moving a server from one network to the other, organized the server moves to maximize time, and contacted each individual server stakeholder to schedule and address any issues that they might have regarding their server move.

Forcht Bank

2010-2011

Project Manager over the implementation of Mobile Banking, Iphone App, and Mobile Web Banking for Forcht Bank. I controlled the project with Microsoft Project 2010. The team worked with third party vendor to implement their product. Communicated to Stakeholders on all phases of the project and organized a testing group to test the product. Coordinated with the Marketing department to advertise the new product and worked with the Operations department for customer support after the product went live.

Project Manager over the Loan Loss Analyzer product for the Bank.

Worked with third party vendor to implement product that the company purchased. Involved in the system specs review, organized the Kickoff Meeting, worked with Functional Managers to organize the team for the project, and kept the Stakeholders updated throughout the project. Worked with different departments to resolve system issues that arose within the project.

Project Manager for the Bank for the Akcelerant Collection Software. Worked with the developers and Operations staff to implement a third-party software that takes customers account data and raises or lowers their credit based on deposit history. Involved in the vendor selection for this product. Organized and assisted third party vendor with the Kickoff meeting, setup weekly project meetings, and followed up on tasks that were assigned from weekly meetings.

Project Manager for the Online Account Opening project. This project is an ongoing project that is still in the vendor selection phase. Worked with Marketing and Operations to coordinate vendors to showcase their products. Vendors showcased their products via WebEx or in person. Requested proposals, helped organized them with a Vendor Comparison List to see which vendor’s product would be the best for the bank. Communicated with vendors to relay our objectives for this project and negotiated with them to drive down pricing.

Led in organizing the Call Center Project for the Bank. This project was to implement a call center to alleviate the call volume coming into the bank branches so tellers could better serve the customers at the branch locations. Contacted another institution with an asset size comparable to our bank and organized a trip to their facility to gain knowledge on how they setup their call center and to gain lessons learned knowledge from them. Obtained proposals for the installation of the network, hardware, and call center software. This is an ongoing project that is in the Initiating phase.

Led the IT technical side of the BVS project. The BVS project implemented a third-party web base product that allowed the bank employees to perform company training. Led the Project Management in connecting our SQL/Server Engineer and our Programmer with the BVS Technical Lead to transfer data from our Great Plains program to the BVS database. Helped organize the technical meetings and spec reviews. Organized with our third-party network support provider the implementation of the PCs within the branches so employees could use the web base product in a quiet environment.

Overlooked, requested, and managed the deployment of PCs, monitors, and servers for the bank.

Worked with the bank’s third-party network provider to meet infrastructure needs.

Served as a Liaison for the bank with our third-party systems provider to oversee the bank’s CORE system and banking software connected to the CORE system. Attended conferences for the bank to obtain new solutions for the company and to look for solutions to existing software issues.

University of Kentucky Hospital

2005-2010

Lead Project Manager on updating the Data Center’s 24 Blade Center servers that house all the critical Hospital applications (250 applications). Initiating the project, identifying the Stakeholders who will be involved in this project, developing the scope of the project, and scheduling downtimes to implement the changes with the Hospital facility.

Lead Project Manager on the MPLS project for the UK Hospital to implement MPLS on to our Cisco network. Crafting the Charter, Scope, and identifying the risk for the $500,000.00 project that involves our third-party network vendor.

Lead Project Manager on the Infrastructure Assessment project. Received the Preliminary Project Scope statement, defined the Project Scope, delegated the activities to complete the work packages, and scheduled timeline.

Lead Project Manager on the Analog Disaster Project for the Hospital. Obtained Stakeholders to identify the future manhole work that could sever the Analog line service at the UK Hospital, obtained a Risk Assessment of the project, created a WBS to present to Senior Level Management for a Hospital recovery plan, and created contingency plans for known and unknown risks.

Involved in the network planning for the UK Hospital Call Center that encompasses six departments.

Working with estimators, architectural firms and Desktop support in setting up the network piece of the project. Identifying risk and being forethoughtful in planning to mitigate risk and to save money on the project budget.

Managing the network portion of the Positive ID Lab project for the UK Hospital. Identifying the stakeholders for the network piece of the project and forming an issue log to be aware of possible risk with the $900,000.00 project.

Overseeing a multi-million-dollar Service Level Agreement for the UK Hospital’s IT network. Creating estimate requests for network changes, overseeing networking projects and estimate requests, organizing weekly network changes/outages, recording metrics on third party service providers, and leading IT network projects for the ESIS Network team.

Initializing the placement of hundreds of PCs for the project team on the hospital’s domain. Leading as the principle tech on the PICIS software project for the pre-operation and operating room areas at the hospital. Responsible for rolling out software on 300 plus machines. Contribution to the workflow process for the workstation support department and updating documentation on SharePoint.

Cingular Wireless

2003-2005

Tasked in overseeing all the network assets within the Central Kentucky area for Cingular. Involved in the Image Runner network printer rollout for every store within my specific regional location. Tasked to plan the project rollout to meet desired deliverables within a timeline.

Planning the coordination of Company’s Active Directory deployment and deployment of Windows XP, to every machine within the Central Kentucky retail stores within my region. Duties included creating a timeline to implement the project, coordinating with store managers to meet project deadline, and mitigating risk by preplanning task within project and reworking timeline due to manager’s schedules.

Lexmark International

2001-2003

Overseeing Lexmark’s showcase printer package for the company’s corporate headquarters. Troubleshooting known and unknown issues for hardware and software devices. Ability to plan and lead the Workstation Support team in large department moves to connect end users to printing devices.

Ecampus.com

1999-2001

Administrating the Local Area Network for the company. Involved in moving the company’s Network Operation Center to a new location. Ability to oversee and assist in the implementation part of the move. Responsible for deploying hundreds of nodes on to the network and creating a new user account process for the company.

Technical Summary

Cisco IOS, Cisco IPv6, Microsoft Server, Active Directory, Windows XP, MS Project 2003, MS Project 2010, MS Visio, MS Word, MS Excel, Outlook, Remedy, Lean Methodology, ITIL Foundation V3.

Certifications: Cisco’s CCNA, Microsoft’s MCSE, Comptia’s A+, and have held Dell’s DCSE.

Education:

1991 – 1996 University of Kentucky, Lexington, Kentucky

Bachelor of Science

2011 PMP Certification Course

Solarity Group Training

Midway, Kentucky

Affiliations

2009- 2010 VP of Finance for the Kentucky PMI Bluegrass Chapter

2008-2009 AVP of Finance for the Kentucky PMI Bluegrass Chapter

2008-2011 Member of the Kentucky PMI Bluegrass Chapter

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