Project Manager Hardware Configuration

Deidre J Elloian

Professional experience

Profile

My recent work profile includes the following points:

• managing Coca Cola Enterprises (CCE) storage transition, Optimus project

• managing WellPoint SAN/SVC storage migrations

• managing Wellpoint tape storage solution installation

• managing Wellpoint data migration activities.

• managing Wellpoint RFS activities in multiple facilities

• managed Wellpoint facilities preparations (customer site and IBM site)

• managed Service Commencement Readiness activities for WellPoint

• managed mid-range project activities for IBT transition

• managed US project activities for that implemented support for eESM with asset data

• managed transformation of regulatory compliance implementation for AstraZeneca

• managed transformation of Mid-Range systems managed operations for AstraZeneca

• managed transformation deskside services for Starwood

• managed implementation of HCFA help desk

• managed transition of IT support facilities into IBM managed operations posture

• managed installation of ATM infrastructure in support of Lucent GES account

• managed the migration of over 2000 accounts as part of a services consolidation effort

• managed a team of specialist transitioning print solution from host attached to IP-based

Employer History

06/1996 – 07/2015

IBM, United States of America

Project Manager

IBM Certified PM/PMI certified through 2015

03/1995 - 06/1996

Professional Development Group, United States of America

Instructor

n/a

09/1990 - 03/1994

Black & Decker USHPG, United States of America

Director Electrical & Electronic Engineerig

Department manager, Board advisor for electrical and electronic engineering

02/1988 - 04/1990

Digital Equipment Corp & First Pacific Federal Systems, United States of America

Scientific Advisor, Alaska Air Command (USAF)

AC2SMAN - hardware/software architecture

05/1983 - 10/1987

Coleco Industries, Inc., United States of America

Senior Electrical Engineer/Manager

Adam Computer, Talking Cabbage Patch dolls, other electronic systems

06/1980 - 04/1983

Digital Management Systems, Ltd., United States of America

President

Hardware engineering and business management

05/1979 - 06/1980

Continental Telephone Company of Callifornia, United States of America

Transmission Engineer

Supervised install/modification/maintenance of toll traffic systems

06/1973 - 04/1979

USAF, United States of America

Captain, Navigator

Flight Instructor

Assignment History

03/2014 - 07/2015

17 months

Coca Cola Enterprises

Project Description: Storage TM for the Optimus project. Involved two phases - 1) R3 application re-platform activities; 2) enhanced DR solution.

R3 activities involve install of 8870 + SVC + FS840 + TSM with library and ProtecTier. TPC for Rochester; TKLM for Rochester. Flash Copy Manager/VM was invented to support the Rochester hardware configuration.

DR activities involve establishing connectivity to Boulder for Global Mirror and Snap Mirror; configuring Boulder storage related equipment (SAN switches/SVC/DS8k/NAS);

performing global mirrors and snap mirrors; supporting MR sysAdmins with storage demands for vSphere and VSR replications.

10/2010 - 03/2014

42 months

WellPoint

Project Description: SAN/Storage PM working on refresh and installation of storage arrays, SAN switches and SAN cabling.

01/2010 - 08/2010

8 months

Horizon BCBS

Project Description: Transformation PM to move customer from custom solution to an IBM solution with less customization.

08/2009 - 01/2010

6 months

Baxter

Project Description: Project Manager, Data Center (DC) relocation. Responsible for reorganizing DC wave management flow; instituted rewrite of runbooks and began creation of overall project plan. Proposed reorganization of teams into wave leads + support and provided personnel assessment to manage move of 7 customer DC into 2 IBM DC. This requirement was reduced to moving 1 customer DC into 1 IBM DC; staffing request was cut in half accordingly.

Proposed organizing a team to focus on building IBM DC infrastructure. Further assignments for focus were introduced so that multiple workstreams would process in parallel.

Worked on streamlining Baxter/IBM processes. Regulatory requirements translated into huge amounts of paperwork. Proposed methods for consolidating and streamlining.

10/2008 - 07/2009

10 months

WellPoint

Project Description: Managing storage project for Wellpoint GA migration – 1) supporting RFS build out activities in Aranda data center; 2) managing data migration activities in Wellpoint GA and VA facilities; 3) managing installation of Wellpoint tape storage system in VA. Majority of activities involve direct contact and coordination with customer personnel. Conventional project management tools (project plan, etc.) used to interface with customer and IBM team members.

Project Manager for preparing two datacenters located in Columbus and Richmond. Involved installing data transmission equipment (routers) and coordinating the configuration of the WAN transport. Once the equipment is installed and the target storage is prepared data will be moved from storage frames in GA -> VA.

Standard logistic issues at the customer sites are being managed including power preparation and LAN/SAN configurations.

01/2008 - 10/2008

10 months

WellPoint

Project Description: Managed storage project for Wellpoint FileNet migration – 1) supporting RFS build out activities in Aranda data center; 2) managing data migration activities in Wellpoint CA and VA facilities; 3) managing installation of Wellpoint tape storage system in VA. Majority of activities involve direct contact and coordination with customer personnel. Conventional project management tools (project plan, etc.) used to interface with customer and IBM team members.

Project Manager for preparing two datacenters located in Woodland Hills and Richmond. Involved installing data transmission equipment (routers) and coordinating the configuration of the WAN transport. Once the equipment was installed and the target storage was prepared data was moved from storage frames in CA -> VA.

Standard logistic issues at the customer sites were managed including power preparation and LAN/SAN configurations.

10/2006 - 01/2008

16 months

WellPoint

Project Description: Managed storage project for Wellpoint CA migration – 1) supporting RFS build out activities in Aranda data center; 2) managing data migration activities in Wellpoint CA and VA facilities; 3) managing installation of Wellpoint tape storage system in VA. Majority of activities involve direct contact and coordination with customer personnel. Conventional project management tools (project plan, etc.) used to interface with customer and IBM team members.

Project Manager for preparing two datacenters located in Woodland Hills and Richmond. Involved installing data transmission equipment (routers) and coordinating the configuration of the WAN transport. Once the equipment was installed and the target storage was prepared data was moved from storage frames in CA -> VA.

Standard logistic issues at the customer sites were managed including power preparation and LAN/SAN configurations.

06/2005 - 10/2006

17 months

WellPoint

Project Description: Managed multiple projects for Wellpoint – 1) supporting RFS build out activities in Lexington; 2) managing data migration activities in Wellpoint GA, MO and CA facilities; 3) managing installation of Wellpoint tape storage system in VA; 4) managing DRR build out in LEX. Majority of activities involve direct contact and coordination with customer personnel. Conventional project management tools (project plan, etc.) used to interface with customer and IBM team members.

Project Manager for preparing two datacenters located in Lexington and Richmond. The latter site is a customer owned facility. Regarding the customer facility activities were to assist the customer with issues surrounding working with IBM while placing some project management structure around the build-out efforts. In Lexington normal site build effort were effected though the efforts were diminished because there was no contract interlock for support at the IBM facility. To circumvent these difficulties we implemented an alternative support model. We also faced difficulties with getting support at the facility in Lexington for on-going work (e.g. installing cables) which were overcome by learning the local processes and adapting our project model accordingly. Several logistic issues at the customer site were managed most notable being identifying a power shortfall and managing the upgrade activities through the customer.

Project Manager of the Service Commencement Readiness efforts for Wellpoint. This project never successfully got off the ground. First, the model for SCR (which ideally commences 60-90 days before contract “day 1” was disallowed – we were unable to get into the customer before contract initiation. Thus, SCR could not be initiated successfully. Further, the lead DPE at the time made the decision along with the Wellpoint management to move to IBM methods as quickly as possible. Thus, the interim services period would be provisioned by the existing processes/procedures and then directly moved into the EOP models without need for SCR. We documented a few high level issues, notified the DPE and disengaged with his concurrence.

Project Manager for coordinating data migrations to support server migrations. Need to coordinate activities among IBM and customer personnel in multiple locations. Also involved managing activities for two vendors providing services and material in support of migration(s).

02/2005 - 06/2005

5 months

Diageo

Project Description: Managed BAU environment for client; hardware and software upgrades. Developed RFS; project plans.

07/2004 - 06/2005

12 months

IBT

Project Description: Project Manager for midrange/OS transformation with IBT. This project involved moving customer application platforms into the ODCS model to be hosted in Boulder and Southbury. The principal challenge was flowing the information about hardware from the customer into the ODCS implementation systems. This was finally successfully completed just at the time of my departure from the account. To facilitate the ODCS environment build out equipment orders were placed based upon what we knew to be inaccurate data – this was to be “addressed” when the actual system specifications were received. The end results were a fair matchup – the customer continued to change their demands throughout my tenure with this project making management very difficult. There was also a significant miss in the engagement – no services were planned for migrating the applications from the host systems to the ODCS targets. I had to engage Migration Factory to accomplish this work – they commenced their work at about the time I left the project.

05/2004 - 07/2004

3 months

ICI

Project Description: Project manager for eESM implementation. Responsible for DPU data import and establishing reporting for the customer

02/2004 - 05/2004

4 months

BBI

Project Description: Project manager for a 45 day transition for the Blockbuster environment. Task was to create an ODCS environment in Boulder and then migrate the customer’s system to the ODCS environment. Managed system design and migration of system. Applications were managed by a third party vendor retained by BBI.

10/2000 - 02/2004

41 months

AstraZeneca

Project Description: Project Manager for the integration of AstraZeneca assets located in the US into eESM. As part of the Global Change Management project my team insured assets were properly loaded into eESM thereby allowing validation of change tickets against specific validated resources. Major efforts involved leading implementation of new procedures to control activities and flow of information into eESM from multiple sources. Once procedures were in place efforts were managed to move data between sources and eESM – data was checked for consistency after the move. Major stakeholders were found within IBM as this was a subproject to the Global Change Management project.

Regulatory compliance was a new activity within this SDC-NE. Major efforts involved briefing and leading SDC personnel to service provision status the meets compliance agency dictates. Managing creation of compliance documentation involved organizing/building a repository for some 300+ written procedures/processes. To support this effort procedures had to be created to manage these documents. Major stakeholders were found inside IBM and inside AstraZeneca. A collateral global activity is presently being managed that will migrate our existing document set to a single, UK-located database.

Transition Manager for mid-range systems (UNIX, as/400, VMS) supporting AstraZeneca. Activities initially involved relocation services but this was subsequently given over to a separate project manager who undertook relocation of all servers. Principle activities dealt with managed operations and moving the customer from their service model to the IBM version. Complications involving international contract differences, divisional (R&D vs. commercial service) variations were commonplace. Services transitioned involved server administration, LANops, back-up and recovery and disaster recovery. Major stakeholders included technical leads within AstraZeneca, business area managers, regulatory compliance officers and designated project management professionals with the customer’s organization.

07/1999 - 04/2000

10 months

KPG

Project Description: Project Manager for the transition of a major photographic supplies company to include the building of a new datacenter for their central help desk facility. Coordinated the activities of IBM and non-IBM professionals. Project plan was developed and shared with all key stakeholders. Technical activities involved completion of IT infrastructure transition placing all customer IT resources into IBM managed operations posture. Additionally, a warehouse retrofit and the construction of the help desk facility were supported

10/1998 - 09/1999

12 months

Lucent

Project Description: Project Manager for the installation of an ATM infrastructure into the Southbury data center supporting the Lucent GES account. Involved coordinating the activities of 20 IBM and non-IBM professionals to effect the work effort. Project plan was developed and shared with key stake holders within IBM and Lucent Technologies. Technical efforts included installing over 65,000 feet of Cat5 copper cable, more than 65,000 feet of fiber optic cable, over 8,000 feet of cable tray and some $600,000 worth of ATM equipment. Project plan provided detailed, minute-by-minute move activities to support the customer’s requirements – the transition of 239 servers from the old environment to the new.

10/1996 - 10/1998

25 months

IBM Research

Project Description: Project Manager of the transition of Notes services from a private domain to IBM Global Services. Involved coordinating the activities of some 15 IBM team professionals, either directly or through mid-management, to affect the move of 2000+ legacy Lotus Notes accounts. Project involved developing a project plan and presenting time line to key stake holders, developing tools and procedures to facilitate moves, insuring training materials were available for customers, interacting directly with customers during moves to facilitate problem resolution, tracking equipment availability and operational status, briefing key stakeholders on project status.

Project Manager for print solutions at IBM Research managing the daily activities of print specialist responsible for installing and maintain the print infrastructure (servers and printers). Project involved developing a project plan for all ongoing activities on site. Plan revealed a significant overload of staff which was contributing to poor team performance. Through PM disciplines I was able to show the stake holders the over commitments. We were able to prioritize efforts allowing the team to focus on those work items which had the greatest impact on customer satisfaction. Keeping stake holders apprised of status was initially a large part of this project. However, once the team stabilized the infrastructure performance became so good that stake holder attention diverted to other non-print related issues.

Key Skills

• project management

• technical leadership

• communications

Key Courses and Training

• IBM Certified Project Manager

• Project Management Professional (PMP)

• Commercial Pilot License, Instrument rated, sea plane rated

Education

Qualifications

BS in Electrical Engineering

University of Connecticut, United States of America, 1973

MS in Computer Science

Hartford Graduate Center (Rensselaer), United States of America, 1986

Languages

English

Fluent

Other relevant information

Membership in professional organizations

Project Management Institute member (through 2015)

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