SHARON E. BAKER

*** ********* ****

PAINESVILLE, OHIO 44077

440-***-****

EMPLOYMENT:

Employed by British Petroleum – Mergers and Acquisitions (M&A) IT Portfolio/Program/Project Management Office (PMO); prior employer Waste Management Inc., Corporate, - IT Portfolio/Program/Project Management Office; previously employed by Boeing in the Aerospace Industry on the International Space Station project at NASA Johnson Space Center. Experience garnered from these employers has been in the management of IT projects.

BP responsibilities included the creation and management of the PMO, established guidelines, procedures, working the IT development team created the M&A SharePoint application which monitored the schedules, projects, cost and disposition of BP’s annually liquidated properties in the US and Canada valuing in the millions and billions of dollars.

Waste Management PMO responsibilities included monitoring of Enterprise-wide 150+ yearly IT portfolio projects; PM lead for (direct and dotted-line) 40+ IT project managers; Ongoing financial analysis of nearly $200m in yearly IT spend. Actively involved in all aspects of the IT PMO; including reporting, program/project management, portfolio metrics, financial and resource planning, risk mitigation and remediation, implementation and continuous improvement of PMO processes and methodologies.

Managed the Master Authentication System (MAS) Consolidated Invoicing (Fastlane customers and invoicing) projects ($1.9M) and MAS AS400 Enhancements projects ($3M); PMO Engagement liaison with internal and external customers; Participated in monthly Project Review and Steering Committee meetings; developed maintained and reviewed schedules, tactical capacity planning and resource loading/leveling analysis, issues/action item tracking; facilitated lessons learned sessions.

SOFTWARE AND COMPUTER SKILLS:

PMO and SCRUM Certifications, MS tool suite, MS Project, Project Central, SharePoint, Word, Excel and PowerPoint, Project Portfolio Management, Oracle, SQLPLUS, SQL Server, ODBC, WorkDay – People Tools, Agile – Scrum, Rally Agile Software, MicroStrategy application, EPK portfolio management application Workbench and the Clarity Portfolio Management tools, Adobe Acrobat, WS FTP, HTML, JIT.

MAY 2010 TO JUNE 2015 BP, Houston, Texas Portfolio/Program/Project Management Office

Generated PMO strategic plans, goals and objectives to be implements with the M&A department.

Held weekly PM team working sessions to discuss project schedules, status and tracking, ensure adherence to the project guidelines and strategic plan.

Established weekly PM 1:1 meeting to review weekly project on time, on budget stats and discussed those not in compliance.

Measurement of projects - Provided oversight on in-flight and pending projects reflected On-time and On-budget status.

Reporting KPI and Regulatory reports via SharePoint

AUGUST 2000 TO AUGUST 2010 Waste Management Inc. Corporate, Houston, Texas

Portfolio/Program/Project Management Office - Planned goals and objectives identified and attained while in the PMO:

Identify opportunities and develop solutions to improve the effectiveness and efficiency of the business operations contributing to Operational Excellence, Extraordinary Customer Satisfaction, and Profitable Growth:

Held weekly PM team working sessions to discuss project schedules and status and tracking, established bi-weekly working sessions to create or enhance continuous process improvement and adherence to established project guidelines and strategic plan; meetings provided knowledge transfer and defined expectations that encourage quality solutions and products.

Established weekly PM 1:1 meeting to review weekly project on time, on budget stats and discussed those not in compliance.

Promote Operational Excellence by improving the quality of IT service delivery, reducing total cost of ownership, increasing availability and improving system performance to sustain the company’s Profitable Growth:

Worked with the PM community to ensure that we worked towards improving the level of service being provided. More hands-on engagement with the Business Solutions Partners and Business population

Develop a High-Performance Workforce of engaged IT Professionals empowered to deliver quality services and innovative solutions to support current, new and emerging business demands:

Continued to evaluate PM project performance and reassess strengths and weakness and reassigned PM’s to projects that are more in line with level of knowledge and expertise. These procedures lead to enhanced knowledge of various operational areas and increased engagement and worked towards career development.

Worked on methodology and tool training standards that were in alignment with the WM PRISM methodology

Ensured PM resource capacity was set at 80% allocation and guaranteed 75% of the projects were assigned and in Execution.

Measurement of projects - On-time and On-budget:

Provided oversight on in-flight and pending projects using the following tools: EPK, Project Portfolio Management, Project Portfolio Server, SharePoint, MS Project and MS Excel to provide monthly resource allocation/sharing information to Sr. management – used for tracking resource availability/capacity/demand

Agile/Scrum:

Provided SCRUM overview training for new PM ‘s

Held strategic planning sessions with PM SCRUM Coaches and Scrum Masters to:

oAddress current processes (what works/does not work)

oReview Assessment Criteria

oIdentify areas for process improvement

Data Governance: Participated in initial phases of implementing data governance

Enterprise Reporting Department:

Program Control Office

Reporting Project: Generation of MicroStrategy Market Area KPI and Regulatory reports

Managed the project portfolio, provided project oversight, cost analysis and variance, captured and provided Sr. management with Capitalized and Non-Capitalized actuals (hrs. and costs).

Mentored Business Analysts; held team meetings, established guidelines, processes, procedures and applicable documentation.

Finance Department Reporting

Project Manager

Implemented and rolled-out Project Management policies, procedures, and tools within Finance Reporting Department

Project Planning / Estimation – Developed WBS to support SOW activities and deliverables. Assigned and leveled resources within work plan

SOW - Facilitated creation including the project plan (schedule) and project estimates and tracked approval of SOW.

Project Status – Consolidation of status report into appropriate management level reports

Financial reconciliation of Contract / Consultant invoices

Issues Management – Facilitated issue resolution process. Ensured project level issues were assigned; ensured proper issue solution process compliance.

Change Control – Implemented and facilitated change control process. Ensured proper procedures usage

Risk Management – Ensured project risks were identified during Initiation and Planning and assisted in escalation of program-level risks.

Delivery management – Reviewed SOW, detailed work plan and project estimates during Initiation / Planning reviewed project progress throughout Execution. Ensured deliverables were identified during Planning with specific delivery dates and tracked throughout Execution. Maintained documents utilizing program / project online document control procedure and tool.

Program Office - Enterprise Performance Management (EPM)

Integral part of the implementation, rolled out and trained the Waste Management PMO framework and guidelines

Instrumental in the Project Management application tool selection through the Vendor selection process

Program Resource Management- Via the Niku Tool performed the following functions:

Managed resource allocations and capacity planning, coordinated resource reassignment, prepared 30-day look ahead of projects' future resource demands and allocations. Identified availability of resources - coordinated activities between functional groups.

Program Resource Costing – Via the Niku Tool performed the following functions:

Managed project, resource costs and budgets - Progress Tracking and updated base lined project schedules.

Collected timesheet data; reported resource information via resource status reports and provided Cost Account status reports.

Niku Portfolio Implementation and Training Project

Implementation of 3rd party Niku application – Maintained project schedule and budget; Worked closely with Niku and WM DBA resources during the integration/installation and application testing.

Prepared and maintained project cost schedule and generated resource utilization/allocation and cost reports.

Application Rollout: Prepared documentation for and conducted training of the Niku Workbench and Niku Time applications for WM Department and Project Managers.

Application Post Projection Activities: Mentored project managers and EPM team

JANUARY 1993 TO AUGUST 2000 THE BOEING COMPANY, International Space Station, Houston, Texas

VEHICLE DATA MANAGEMENT AND INTEGRATION (VDMI)

Project Manager for the following Space Station initiatives:

Web based Vehicle Master Data Base (VMDB) - Operations Data Book (ODB), On-line Data Request / Change Request Form and

Document Change Control – these efforts included:

Development and maintenance of Project Flight specific ODB data deliveries, data conversion, web updates, Certification of Flight Readiness (CoFR) approvals, and flight specific task completions. Active participant in the Vehicle Integration team scheduling status meeting.

Point of contact and interface between the Boeing and NASA user community, modelers and developers in the development of required tools. Focal for ODB issues and resolution. Coordinated the implementation and conversion of user requirements into productional tools to be utilized by ISS NASA and Boeing team members. Other areas of responsibility: Presentations to Boeing and NASA management, Sustaining Engineering, Maintenance, and Training.

Training:

Developed and maintained VMDB ODB training materials / handouts and Users Guides. Provided functional training on the VMDB ODB Tool to ISS team members by Flight at the following Boeing facilities: Houston, Huntington Beach, and Canoga Park California, Huntsville Alabama, NASA JSC - Houston and NASA KSC - Florida.

Maintenance and Integration responsibilities (ODB Web, Databases, Metrics and Processes and Procedures):

VMDB ODB Web application, document conversion into secure PDF formats and FTP to ISS ODB Web server.

VMDB–DI Web Page containing, VDI Users Training documents, presentations, processes, procedures and ODB demos.

Monthly generated Metrics and reports - Weekly Status Schedules.

VMDB - ODB Document Change Control Processes and Procedures.

Sustaining Engineering (SE):

Worked with NASA Mission Operations Directorate (MOD), developed standardized ODB document request and input templates.

Modification of the ODB web page incorporating SE changes (i.e. On-line data and or document content request form)

NETWORK TELECOMMUNICATIONS ENGINEERING (NTE)

Engineering Support Program Lead responsible for: Engineer project planning, schedule coordination. Task included implementation and development of resource plans, tracked metrics, provided status of material actuals, job estimating/costing, and Program Management Reviews.

Managed Network Telecommunication and Implementation and Installation Networking Section (INS) development projects using MS Project:

Routine Network Changes, Mass Moves, Service Request, Engineering assessments and work orders,

Service Request (SR) tracking, statusing, graphics and report generation.

EDUCATION/CERTIFICATION & TRAINING:

AA - San Jacinto College - 1982

Major – Business

Minor – Information Technology

AA – Dyke Business College – 1969

Major – Business

Minor – Finance

Waste Management Certifications:

Scrum Alliance

Certified Scrum Master (2010)

George Washington University

Masters Certificate in Project Management (2004)

Associates Certificate in Project Management (2002)

Project Management Institute (PMI) (2001 – 2005)

CSC Catalyst Methodology (2003)

Documentum

Document Management & Control Training (2001)

ABT/Niku – Clarity

Project Management Tool Training (2000)

Boeing:

Basics of Supervision (1997)

Leadership and Supervisory Training for Women (1996)

World Class Competitiveness (WCC) (1994)

REFERENCES FURNISHED UPON REQUEST

Contact this candidate