PMO LEADER, PROGRAM & PROJECT MANAGER

Profile: A proven leader with twenty-plus years of progressive experience organizing and leading multinational and multi-cultural teams to deliver quality business solutions, including Digital, ERP and Organizational Change. Strategic and innovative thinker who has achieved operational and tactical results through creating and leading EPMO's, driving Portfolio and Project efficiencies and creating a culture of continual improvement across organizations.

Attributes & Capabilities

Diplomatic * Thrives in Chaos * Entrepreneurial * Data-Driven

PMO Portfolio Leader – a facilitative leader with demonstrated communication skills. An innovator, attentive to the details but with an eye on the Big picture. Visionary and focused on continuous improvement for the PMO and how this translates into organizational strategy and progress.

Program & Project Management – proven expert in project life-cycle management competencies and how these translate to quality programs and projects. Demonstrated understanding of Requirements development and how this single activity affects product roadmaps, budgets, KPI's and project outcomes. Lifelong learner focused on continually updating my knowledge of leadership and project management and its impact on organizations. I remain committed to learning for myself and those I lead and mentor.

Team Development and Leadership - comprehensive experience building and maintaining high-performance teams within geographically distributed and highly matrixed organizations. I have been brought into high-performing teams with the goal of training other business units to replicate their success. I have also been recruited to lead teams to achieve business or project objectives where performance remediation was required. The goal is always the same, lead by example, mentor and drive quality and commitment.

Stakeholder Engagement and Communication – whether internal or external stakeholders, C-suite or shop floor, I have consistently and successfully engaged stakeholders throughout project life-cycles. The thoughtfully planned communication strategy ensures better success and more likely acceptance of projects. Especially where significant organizational or processes change is planned, project communication becomes vital; I have successfully created strategies to bring together disparate corporate cultures during Mergers and across different national cultures.

Employment History

RightStaff/Tricolor – Consultant, EPMO / Command Center Development Auto Sales & Finance

Recruited to assist in the design and implementation of a new EPMO for the organization, including all policies, procedures, templates, implementation of Smartsheets and staff training.

EPMO / Command Center Consultant, July 2022-current

Working with new staff and C-level developed model EPMO strategy, including incorporation of Kaizen Methodology for Portfolio evaluation.

Developed Charter and Project Management Plan (PMP) for EPMO and gained C-level agreement.

Developed EPMO Playbook for training.

Working with EPMO Director, developed mock-ups of all EPMO processes to form foundation for new Smartsheet standards and kicked off implementation.

Working with newly hired EPMO team and Accounting developed new budget and Capacity planning processes.

Capital One – Manager, PMO Command Center Auto Finance

Recruited to support transformational program with significant challenges, including governance and reporting.

PMO Project Manager, June 2021- July 2022

Identified gaps in reporting with seven (7) separate project workstreams and +100 dependencies built improved tracking tool to enable evaluation and Status management.

Working with Data Team Lead, built automated Data Vault for +7,500 data elements shared across workstreams. Data Vault included customized security by team to maintain data provisioning during final data migration. Received Diamond award.

Developed WBS for program with individual workstream tabs. All development completed in Google Sheets as the organization has no formal project management tools. WBS was fully automated, tracked dependencies, milestones and changes.

Working with the PMO team, designed and developed the Project Intake and Evaluation framework. This represented a new strategy for the PMO and solved several issues, including scope definition.

Bramasol – SAP Consulting partner specializing in financial transformation

Recruited to create and lead new PMO for organization to support client-facing BRIM, RAR and Treasury SAP PMO Manager, August 2018 – July 2020

Built the strategic EPMO, Phase I and II delivered on time and below budgeted hours, producing agreed KPI's.

Led Digital Strategy, design and deployment, integrating SharePoint and Business by Design (ByD). Resulting in operational improvements, including Leadership Dashboards for Resource Utilization, Status Reporting, Resource Forecasting and Client Billing.

Provided Education and Training for new processes to Delivery, Bangalore Center of Excellence and Sales teams.

Supported all sales activities with the development of RFP responses, SOW's and presentation materials.

Portfolio Management

Defined and managed internal projects portfolio, identifying methodology for prioritization and ongoing management.

Developed internal KPI requirements for all projects to follow and standardized project reporting.

Developed with Solution Architects the Roadmap for upgrades and new functionality to support internal project development and prioritization.

Created new RAID and Leadership Dashboards for on-demand reporting and rapid response approvals of Actions, Issues and Decisions under project thresholds.

Managed client project portfolio for reporting, financial performance and quality outcomes.

PROJECT MANAGEMENT EXCELLENCE, LLC – independent consulting, program, project management and audit.

Recruited to perform multiple client project audits and remediations, support RFP creation and end-to-end projects. Focused primarily on client representation.

Independent Consulting, June 2008 – August 2018

Program / Project Management, PMO Design and Audit, Project Details available separately

Performed multiple project management office (PMO) audits developing solution improvements, including technology selections, enhancements and team training.

Performed project audits, leading to improved project performance.

Led several projects successfully for clients as the project or program manager to completion.

SIEMENS IT Solutions & Services – ERP solutions delivery consulting division of Siemens.

Recruited to support Public Sector SAP practice and remediate current project book where multiple projects were failing to meet goals.

Director PMO, SAP Consulting Practice, July 2004 to May 2008

Led internal PMO, developing project management tools and standards for ERP practice. Role included leadership of internal PM team, audit of client projects and working with sales team during pursuit.

Successfully led multiple Public Sector project remediation efforts, redesigning project strategies, including scope and deployment in Local agencies. Efforts resulted in reduced delays (15% average), reduced errors on deployment (26%), and higher client satisfaction ratings (30%).

Developed first Project Managers mentorship program, improving retention by 7% in first six months.

Portfolio Management

Designed and managed new quality gate process across project book to enable portfolio management reporting.

Developed new project review and bid (go/no go) process with Sales and Delivery leadership, improving overall client portfolio performance 6% in first year.

Created forecast models to support internal and client requirements based on moving prioritizations.

Designed new KPI models for internal project reporting, including structured reporting models.

NORTHROP GRUMMAN MISSION SYSTEMS – Division focused on supporting US Tactical Army and system solutions critical when in deployment on or off the battlefield.

Recruited to develop Office of Project Management and Quality for SAP, a new program being developed for Army.

Development Program Manager, February 2002- July 2004

Developed methodology, tools and templates for new Project Management and Quality Office based on Department of Defense (DoD) guidelines for ERP solutions; initial structure and templates passed audit without change requests.

Hired and trained a team of fifty (50) plus initial project members to support the US Army SAP solution development. Team included direct hires, internal transfers and contractors. Final team included partners and Army personnel of +100.

IBM GLOBAL SERVICES – ERP SAP solutions group within IGS, originally ISSC. Focused on the delivery of SAP solutions and outsourcing.

Career with IGS spanned multiple roles, including opportunities to work overseas and within a wide range of industries and products.

Principal, Manager Global Industry Center of Excellence Airlines, Airports and Aerospace – 2000 - October 2001

Led first Industry partnership Center of Excellence between IBM, SAP, and third-party partners to develop Airline and Airport solutions and market intellectual capital. Included the research and development of Digital Strategy to collect and deploy market requirements, establish shared platforms, and analyze and distribute best practices.

Principal, PMO Solution Development & Delivery, Project Director - 1996 - 2000

Promoted to this role based on contributions to the organization and commitment to continuous improvement for our projects.

Successfully managed multiple client projects with budgets from $500K - $65M, across industries including public and private sectors. Received high client satisfaction marks for ability to negotiate difficult situations and keep projects progressing against agreed milestones.

Developed first project management methodology for SAP practice leading to 60% improved project performance. Delivered training internationally and supported client installation.

Managed team of internal resources, including consultants and project managers, providing leadership, establishing goals, tracking progress and providing mentorship. Maintained consistently good relationships with team and lowest turnover of members at less than 15% in a highly volatile market.

Senior Consultant – May 1994 – 1996

Recruited as a consultant with functional knowledge of early SAP finance and integration.

Education

Keller Graduate School

MA, Project Management, 2003

City University

Bachelor of Science, Business Administration 1990

Professional Associations

Project Management Institute, PMP, 486222, 2007 recertified 2021

Scrum Master, SCM, 2020

Six Sigma Green Belt Certified, 2004

Methodologies: Waterfall; PMI; Prince; Agile; SDLC

Tools: MS Project, MS Office Suite, Visio, JIRA / Align, SharePoint, Google Product Suite,

Special Training / Education

Disciplined Agile, 2020

ITIL Foundation, 2013

Agile Project Management, 2011

CSCMI Trained, 2004

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