David A. Boman

**** **** ***** ***** . *********, WI 53083 . 773-***-**** . adru86@r.postjobfree.com

PROFESSIONAL QUALIFICATIONS

Created SDLC methodology for planning and implementing large, complex projects, while making extensive use of Microsoft Project and Visio applications.

Conducted regular scrum meetings to ascertain status, communicate and coordinate with team members, accelerate priorities.

Used agile project methods to ensure effective collaboration, review project status, and make project adjustments to ensure on time completion and within budget constraints.

Successfully implemented multiple ERPs from multiple vendors: Banner, PeopleSoft, and Marcam which was partially owned by IBM. A senior partner at Andersen told the CEO of the Japanese manufacturer that Andersen’s office was in consensus that the Marcam project would fail – it did not due extraordinary effort, planning, and rigorous training.

Created a PMO office in Boston to manage multi-national project teams.

Created a PMO office at a college, including templates for governance, data conversion, security, communications, training, functional and technical specifications, go-live, and post go-live.

Directed the Implementation of PeopleSoft ERP finance applications in Boston, Ireland, and Italy; and HR in Boston and Ireland.

Managed multiple, successful college ERP implementations including for a college where previous ERP implementations had failed leaving the college using a hybrid system with multiple PeopleSoft databases and a customized AS400 application and multiple interfaces. Successfully converted 17 million records.

Using scrum methodology and daily collaborative meetings, managed the build of a new Banner environment that included 3 major simultaneous changes: major Oracle database upgrade, new servers that were built virtualized, and a new Banner version 8 without any issues including reports, bolt-ons/enhancements, and interfaces.

Managed a complex technology project built on Microsoft Outlook to completion that previously had 6 project managers in 6 months. The custom messaging functionality provided communication to thousands of retail sites. Held daily scrum calls to collaborate the changes to status and ensure issue resolution.

Conducted regular scrum meetings to ascertain status, communicate and coordinate with team members, accelerate priorities.

Chaired the PeopleSoft Wall Street Networking Group that directed major changes to PeopleSoft financials for major corporate entities. I represented the only non-New York City firm where the group included Goldman Sachs, JP Morgan, MetLife, Credit Suisse First Boston, ING-Barings, Societe Generale.

Created a financial closing process for the U.S. Postal Service International Settlement system’s reconciliation with foreign postal systems and provided training.

Constructed budget methodology for Northwestern University to effectively allocate IT resources.

Using agile methodology, planned program for F-18 that received the first McDonnell Douglas President’s award that was instituted to improve planning and execution. The F-18 trainer program was the first program to complete on schedule and under budget. I created software to track budget and schedule variances.

Upgraded a PeopleSoft system at a major mutual fund firm in Boston that had applied no maintenance from go-live: over 200 patches and upgrades.

Mirrored production databases from a Boston HQ to a remote site to ensure continued global ERP uptime.

Built a completely new authentication system that went live with a new ERP. The system included new utilities for password resets and system support.

Planned and built new college public website and student/staff portal providing a resource server to eliminate duplicate entry.

Brought in to replan ERP programs where initial planning failed.

Created an international EDI system to manage more effectively a supply chain.

Created new corporate level Supply Chain Division that included forecasting for distribution and manufacturing, purchasing, inventory control, distribution.

Resolved a U.S. Customs subpoena for a serious violation of FCC product regulatory controls by a corporate sub-unit violation that did not report to Operations Division but to a Sales Division. The corporate attorney who is prominent in Chicago and provides training for other Law firms inquired as to how I resolved the subpoena without their assistance. Failure to resolve the U.S. Customs issue could have resulted in serious fines and/or other U.S. Customs constraints to the firm's primary business.

Completed a full U.S. Customs audit without incident or action issues.

For an international Japanese mechatronics firm:

oWithin one inventory cycle, I improved the inventory and the respective controls to the extent that Andersen no longer monitored the physical inventory. Andersen had previously stated that they would not sign the parent firm’s annual report due to very poor inventory results.

oThe firm held a rigorous, corporate-wide Kaizen presentation forum for all divisions. My division was the only entity not to accrue any action items from the Kaizen presentations. The Executive President indicated that I should receive a 6 Sigma Black Belt but he apologized that he did not have the authority. Firm won the Deming award for quality where the Kaizen process was critical.

oReduced freight costs from 7% of the cost of goods to less than 1%.

oReduced freight damaged losses to nil.

oCreated a PMO office to ensure continual improvement process.

oCreated a hierarchical metrics / performance management structure that was linked to corporate financials and a bonus system.

Created a U.S. computer drive division that transitioned control from Japanese based manufacturer. Sold in lots of 100k units to IBM and Compaq. Established organization, physical facilities, and transactional means to operate as a business unit.

Managed a second Division for Service until a new VP was found. Improved operations from a deficit position to consistently achieving over $100k/month net income.

Created a white paper at McDonnell Douglas that identified organizational renewal elements and firms that had successful implemented quantum improvement programs.

Setup a governance structure with multiple web applications to document, approve, and complete technical issues, new reports with a report library, issues or functional constraints, and configuration changes (TRICs).

Created a capital budgeting strategy for Northwestern University in Chicago.

Created customized means to evaluate the PeopleSoft operations at Syracuse University with 12 other similar institutions that included: Stanford, University of Michigan, North Carolina at Chapel Hill, Northwestern University in Chicago, Duke, Emory, James Madison.

Established IT budgets for multiple colleges and correlated with strategic plans.

EDUCATION

Master of Business Administration – University of Missouri

Bachelor of Science, Physics – University of Missouri

Other Graduate Work: Physics (9 hrs.) – Teaching Assistantship; Computer Science (12 hrs.) University of Missouri

Courses:

PMI – Finance, Risk Management – George Washington University

Data Carnegie Management Program

Shipley Proposal Writing

6 Sigma / Kaizen Management

MILITARY

U.S. Army Security Agency – Top Secret/Crypto – Special Access (Full FBI BI)

2 Overseas tours at field stations.

Statistician for 1st U.S. Army Drug Survey. Results were written in the U.S. Congressional Record and used Army wide.

EMPLOYMENT EXPERIENCE

Anatta Solutions Inc. January 2022 to present

Project Manager

Provide leadership constructing proposals and executing IT assessments

CampusWorks Inc. 2017 to 2020

Senior Project Manager

Project leadership for projects supporting multiple colleges’ infrastructure including defining and documenting the ERP network for a large Arizona community college.

Directed Application teams to improve performance and achieve best practice re to governance, change management, and technology

Reviewed critical project management planning for re-alignment to meet project objectives

Performed CIO roles to establish budgets and policy

Managed college assessment teams and directed effort for recommendations for improvement.

Ellucian 2005 to 2016

Senior Project Manager:

Managed application functions at startup College sites

CIO for startup College Sites or for Sites with Issues

Program Manager – Applications, Wisconsin Technical College

Instituted SDLC methodology for large, complex projects while utilizing Microsoft Project and Visio.

Led complex implementation from 4 legacy systems to a single application.

Managed complete concurrent rebuild of ERP infrastructure: new hardware, OS & Oracle 11g.

Managed the creation of the College first portal & web using an integrated resource server.

Managed the development of authentication system.

Created PMO structure and built web applications to support the PMO that included Web based change management with process flows for specifications, approvals, development, documentation that was comprised of 4 components: Configuration, Technical, Systems, Reporting. The PMO office also create templates for project charter, scope, specifications, communication plans, test plans, training plans, data plans, reporting plans, go-live planning.

Contracting Project Manager/Consultant 2002 to 2005

TechLink - Program Manager

Managed a project of 25+ staff implementing PeopleSoft SA to a group of colleges with 150,000 enrollment. Responsible for implementation of PeopleSoft ERP:

Ciber – Project Manager

Managed analysis, reporting and reconciliation of U.S. Post Office international financial settlement system. Performed analysis of existing processes and interfaces, created new financial processes, and supported implementation through go-live. Position required a secret clearance.

Abbott Laboratories – Senior Project Manager, Managed IT requirements and support the divesture of a health care products division from Abbott Laboratories for Finance, HR, and Legal.

Syracuse University - Principal

Performed strategic assessment of PeopleSoft IT support of HRMS, Financials, and Student Administration. Developed methodology and questionnaires both functional and technical for obtaining information from other similar institutions.

Honda - Principal

Developed a proposal including project plan, staffing, budget, and a methodology work book to upgrade PeopleSoft Financials to Version 8.4.

Credit Suisse First Boston - Principal Developed proposal including project plan, staffing, and budget to upgrade PeopleSoft HRMS to Version 8.4 for international operations.

Northwestern University – Principal Built methodology for the University to effectively budget large, complex projects.

Pioneer Global Asset Management SpA 2000 to 2002

VP/Program Manager, Corporate Systems

Managed Corporate Systems and local Project Managers to connect, implement and maintain international PeopleSoft Financials a mutual fund managing $1 trillion in assets for Boston, Ireland, and Italy.

Managed global budget and resources.

Managed support for complex financial reporting to satisfy consolidations for over 200 legal entities.

Built new remote production environment with parallel backup.

Chaired Wall Street Networking Group (WSNG) composed of JP Morgan Chase, Goldman Sachs, Lazard, Bear Stearns, Credit Suisse First Boston, ING – Barings, MetLife, Societe Generale.

Cambridge Technology Partners 1998 to 2000

Program Manager, PeopleSoft Practice

Led teams developing proposals for the implementation of PeopleSoft for several universities and for an international implementation of PeopleSoft. Created proposals for LSU Medical School (~$25M) that included full Financials (G/L, AP, PO & Supply Chain).

Project Manager for a major, international client in the design of a data warehouse project including modeling and development of customer and product attributes for linkage to eCommerce web site.

Project Manager for a multi-billion-dollar retailer in the design & deployment of a complex communication system using heavily modified version of Microsoft Outlook

PricewaterhouseCoopers 1997 to 1998

Practice Leader/Project Manager

Created SDLC methodology for project management of complex projects.

Directed PeopleSoft Student (SA) practice implementing solutions for the collegiate environment.

Led proposal efforts including coordination with business development for implementing PeopleSoft SA that included planning, staffing, budgeting, requirements, definition, project charter, project controls and change management, and established project methodology.

Managed College PeopleSoft implementation projects.

Performed an assessment at Kuwait University for a PeopleSoft SA implementation.

Senior Consultant - Performed ERP Package selection analysis/recommendation for major steel producer. software from first tier software providers.

Yaskawa Electric America, Inc. 1992 TO 1997

General Manager, Operations & IT (In addition, concurrently: Service, Floppy Drive Divisions)

Created a new Logistics Division from decentralized sales divisions to an integrated logistics organization, including MIS and corporate operational planning; and international purchasing, distribution, and inventory control.

Saved over $3 million by changes to the transportation methods.

Merged parent company’s floppy drive business through relocation from Atlanta / Los Angeles to Chicago; managed operations for 6 months during transition. Business was doing approximately $25M a year.

Managed changes in the Service Division leading to a $100,000+ per month profit from a previous deficit position.

Managed implementation of an integrated Enterprise Business Software system, including system definition, evaluation, selection, negotiation, and implementation.

Reporting to the CEO, developed methodology and a performance metrics for determining corporate attainment of objectives; used for staff compensation.

McDonnell Douglas Corporation 1977 to 1990

Manager, Strategic Planning

Completed competitive productivity assessments and financial analyses of world-class manufacturers. Evaluated potential financial and productivity remedies and established the priority of projects to satisfy the corporate financial and productivity measures.

Developed management change concepts for TQM

Completed major re-engineering study

Program Administrator

Established program planning, control systems, and resource requirements to achieve budget and program technical goals. Recipient of the first McDonnell President’s award for excellence: 1st program on schedule and under budget.

Wrote Cost/Schedule Control System (C/SCS) software to monitor program

Negotiated the delivery of crucial, long-lead items to ensure program completion

Configuration Management Specialist

Managed system requirements for configuration control, reporting conformance, safety, and special technical specifications for a $100M program.

System Engineer

Executed technical trade studies and prepared procurement package for a $60M hardware/software acquisition that improved software generation productivity by 35%.

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