Project Manager Scrum Master

Providing Leadership with a Purpose: Build the Team & Get the Job Done

Versatile Project Management background in the seven change disciplines: Leadership, Project Leadership, Agile Product Leadership, Organizational Change Management, Team Demand Management, Program Management and Portfolio management. Certified in Project management and Agile practices expert at building collaborative relationships with stakeholders to ensure project: visibility, performance, resource management, and governance.

Highlights of Expertise & skills

Project Management Scrum & Agile Program Management Change Management Process Improvement

Relationship Building Training & Consulting Influencing Business Performance Strategic Planning

Problem Solving Distributed Team Leadership Facilitation Project Documentation Communication

EXPERIENCE

Owner, MTM PM Services, LLC; Remote Services 2022

Providing resources and management support and expertise for PMOs, Projects, & Portfolios.

Project Manager, Daimler Trucks N.A Portland OR and Remote- 2009-2021

Operational Excellence

Program Manager for the Operations & Quality Mngt (OQM). Operations Excellence leadership program. Responsible for facilitating, coordinating, reviewing, approving, and presenting progress to C-suite, and Sr. Management. During the 3 years program 615 initiatives worth $150M in savings were logged and reported in proprietary project tracking software.

Optimizing project performance across OQM by introducing standard project management and agile practices, initiating the use of SharePoint pages to retain critical documentation with version control, empowering teams to discuss and share project ideas and best practices which resulted in exceed the target savings by 66%.

Consulting with PDI business unit to develop an employee driven growth strategy, which would see the department be rebranded and focus on customer satisfaction through increased product offerings, including a turnkey expansion strategy which was recognized by the Sales department as a game changer.

Articulating and summarizing program strategy across 84 business units, tailoring communication to different stakeholders.

Agile coach

Liaison for the Director of LCM with the leadership team and other stakeholders to coordinate and track backlog of initiatives, progress, outstanding tasks, risks, and general health updates.

Coordinate and collaboratively track the backlog of initiatives in a remote environment.

Coaching project teams in an Agile mindset, increasing accountability to project deliverables by 60%.

Established supplier communication process with high-risk suppliers achieving a 90% on-time delivery rate.

Logistics

Leading a portfolio of projects to test the manufacturability of new products, evaluating vendor readiness to support production, and approving engineering releases to determine the Go-No-Go status of new products.

Reducing red No-Go release status by 75%. Prioritizing high running configurations Eliminated logistical requirements of a 100% configuration coverage at initial release by engineering.

Collaborating with numerous teams across the organization; coordinating logistics, tracking results, proactively communicating to project status, risk, and recovery plans.

Enterprise-wide Technical Project Management.

Independently leading, planning, and managing Engineering Category 1 >$10M projects from concept to production launch. Recognized for handling unconventional projects and leading the most diverse Qnty of projects (5) on the team.

Transforming strategic fuel efficiency objective of 5% reduction into technical requirements with a detailed product definition that included Co2 transmission, global air compressor, axle, and new final drive package. Leveraging relationships with business partners to clarify and refine feasibility, cost, and timing estimates, confirming a combined program could meet strategic targets, and recommending project scope changes based on these identified optimization opportunities for the first of its kind bundled program at DTNA.

Developing and maintaining detailed bottom-up cross-functional project schedule on MS project. Teams using the bottom-up approach showed a high level of buy-in, self-reporting to peers, proactively addressing impediments, and critical path items. 90% of teams keep within timing and budget without extra intervention.

Detroit Assurance 1.0 Collision mitigation system launch had a late identified bug. Working directly with the responsible parties to develop a mitigation plan, monitor progress, and communicate daily developments to C-suit and Sr. Management, avoiding costly safety issues and lawsuits.

Providing leadership, direction, and coaching to team members, functional managers, and Executive stakeholders by Facilitating an escalation path and peer-to-peer project status meeting. The meetings allow for a deeper understanding of project commitments, higher engagement of project governance, and reduced team conflict.

As a lean agent utilizing the 8-step problem-solving model to research, present my findings, and implement a standard to eliminate late parsing that impacts test validation builds. Daily exposure to giving and receiving Coaching on Visual Project Management (VPM) Piloting the VPM with Standard work provides a working model of self-accountability to project teams.

Additional Experience

Blackbox Network Services Project Manager (9/2004 – 06/2006)

Wireless Applications and Consulting, Project Manager (10/2003 – 09/2004)

EDUCATION & CREDENTIALS

Master of Business Administration, George Fox University Newberg, OR

Bachelor of Science, Business Administration, Oregon St. University Corvallis, OR

Project Management Professional (PMP), PMI # 1498436 - 2012

Scrum Master (CSM), Scrum Alliance # 211983 - 2012

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