Cell: 713-***-**** ***** Starboard Drive

Houston, Texas 77058

Luis Manuel Salmones

adxvay@r.postjobfree.com

OBJECTIVE

An IT project management leadership role contributing successfully towards program/project portfolio delivery and execution resulting in seem less transition to operations and cost effectiveness, eventually leading to a senior management position in a results-oriented corporation where experience, education, and proven abilities contribute to the success of the company.

KEYWORDS

PMI: Project Management Professional. PMP. Masters Certificate in Project Management. Industrial Engineer. Program Management. Project Management. Materials Management. Operations Management. Forecasting. Cost Analysis and Reduction. Inventory Control. Master Scheduling. Contract Administration. Procurement. Materials Handling Specifications. Performance Measurement. Plant Layout. Work Measurement. Time Studies. Logistics. Human Factors. Ergonomics. Quantitative Analysis. Requirements Development. International

Negotiations. Bilingual. Oral Presentations. Microsoft Office. Information Technology. Electronic Mail. Novell. NT. AS 400. Client/Server. WIN2000, WINXP. Telecommunications. FDDI. Ethernet. Network Security. Web/HTML. TCP/IP. LAN/WAN. SMS. E-business. SAP. Java, .NET.

WORK EXPERIENCE

Shell Oil

05/2014 – 12/2022

Downstream Manufacturing

Programme Manager for the DS Mfg Radio Programme

Reprogramming and Refurbishing DS 2-Way Mfg Radios including Plant infrastructure at following Sites:

Louisiana (Convent, Norco, Geismar), Saraland, Al, Sarnia and Scotford, Canada, Puget Sound, WA, and Bukom, Singapore.

Additional global DS sites added to original scope by the Programme’s Executive Steering Committee in Europe/Africa and Asia Pacific Regions.

The Shell ITSO DS SOM sponsored Global Radio Programme is tasked with replacement of 2-way Hand-held Radio Systems at DS Manufacturing sites and implementation of the DS Manufacturing Radio Strategy. Many systems are at end-of-life and without proper manufacturer and vendor support. Futhermore, several systems are at capacity limits and cannot support new growth needs or require additional frequency purchases and associated hardware updgrades. Costs assume a more to a managed service, which include provision of central systems via leasing program. The provision of Radio Systems underpins the Operations, Maintenance, and Safety processes within Manufacturing business.

The Programme Manager is to complete plans and execute the refresh of the Radio Systems at the eight above mentioned sites and other larger radio projects within scope.

Programme Manager also response for leading a team of project managers who will lead the individual site projects and overseeing a multi-year programme.

Full lifecycle Program Management utilizing the Shell PDF PRT framework stage gate methodology and Program Steering Committee comprised of MLT, SOM, Finance.

Accenture

Oil and Gas Manager

07/2012 to 04/2014

Organization: Technology Growth Platform- Industry/Resources

Level: Manager

TGP Resources serves clients in Chemicals, Natural Resources, Utilities and Energy sectors. TGP Resources Industry Group leads the Resources delivery portfolio and ensures that delivery objectives are met. It includes both client account management and delivery roles, and integrates stakeholders from technology delivery platforms and the Resources client service group.

In this role as TGP Manager, I :

work with cutting edge technology

deliver high-quality solutions across multiple industries

work on a variety of projects ranging in both size and scope

receive continuous training

gain rapid career progression

Key responsibilities included:

Providing estimating, forecasting and workplanning assistance

Planning and managing Application Assessment and Requirements activities

Assisting clients in defining key capabilities/requirements that will enable their strategy

Defining application entrance and exit criteria

Being recognized as an expert on one or more application vendors/products

Creating project deliverable templates and standards (e.g., including process standards)

Creating complex conceptual designs, including application interfaces and interactions

Planning and managing program-wide application build, test, and deploy activities

Identifying and monitoring interdependencies between various application implementationactivities

Planning and establishing after go-live activities including ongoing support

Participating in recruiting activities in your geography

Proven success in contributing to a team-oriented environment

Proven ability to work creatively and analytically in a problem-solving environment

Desire to work in an information systems environment

Excellent leadership, communication (written and oral) and interpersonal skills

Collabera/BP Oil Upstream ITS

Senior Global DRP Program

07/2011 to 06/2012

Lead Sr. Program Manager for the Disaster Recovery Program Upstream IT&S Organization.

Within Upstream IT&S, the objective of this project is to set and agree a framework capable of pinpointing segment DR needs, design, implement and exercise segment DR for those needs and provide expert support to regional/localized DR projects. The benefit to the business is reduced risk from systems operational failures supporting overall Business Continuity Plans. Current estimate of applications requiring DR is 28 with regional instances nearing 450. Responsibilities:· Establish formal and informal project governance mechanisms. Assure the program is structured for internal accountability and effectively resourced. Assure that project milestones / targets are clearly communicated understood within and outside the project such that the appropriate parties can marshal resources and activities to align with project delivery. Ensure appropriate BP supporting groups: including HSSE (Health, Safety, Security and the Environment), Architecture, Digital Security, Indirect Procurement, and GOI (Global Operations and Infrastructure) are engaged and included in the project as agreed. Manage project team activities to deliver on agreed targets and budget. Communicate and coordinate day-to-day project activities within the project team and assure that priorities are developed and known. Identify constructive interventions where necessary to keep projects on track and facilitate or make those interventions appropriately and effectively. Record and report project progress as agreed with line management and stakeholders. Deliver project according to agreed BP standards. Forecast outcomes and translate them into reasonable financial forecasts. Assure that the right parties are linked into the project at appropriate points in the project life cycle to affect smooth and successful project handovers. Complete a thorough project execution plan with scope clearly articulated, agreed and controlled. Energized and organized team focused on complex delivery activities. Leverage and apply PDM as appropriate in service of delivering the program.

T-Systems Corporation: Senior Program/Project Manager

Shell Oil Company

06/2010 to 07/2011

Responsible for managing major Information technology projects for Shell Oil Company. Specific project management for delivery and implementation of I/T Projects for any of the four major business units of Shell: Shell Oil Products (Downstream), Shell Chemical, Shell Trading/Energy, and Shell Exploration & Production (Upstream) across any/all of the three main regions: Americas (North, Central, South), Europe/Africa, and Asia/Pacific.

These I/T Projects are comprised of all the facets of end-to-end management, including desktop infrastructure (client-server environment), information access (network environment), telecommunications, application server, security, mainframe OS390, applications support, e-business/hosting, SAP, .NET, Java, DCC rationalization/migration, and CRM customer relationship management.

Project leadership/management included all the facets of the project life cycle: from phase 1 of project requirements definition phase and project initiation customer business case to project closeout lessons learned transition to support and operations utilizing the Shell’s PDF (Project Delivery Framework) and PCP (Project Common Process) standards and associated 30/60/90 Post Project Reviews (PPR) with the Shell Business clients/customers.

A number of the global projects for the Shell Group of Companies involved various Security projects which included BCP (Business Continuity Planning), DRP (Disaster Recovery Planning) for business critical applications, and security trust baseline standards implementation to assure secured but robust Shell IT systems. These projects involved all of the aspects of security from initial risk assessment, business critical audits to full implementation and testing to assure always maintaining business integrity and performance.

Managed and lead a global Data Center Consolidation multi-year Program across the three geographical regions (Americas, Europe, and Asia/Pacific) supporting the four lines of Shell Businesses (Upstream/E&P, Downstream/Oil Products, Chemicals, and Trading). The DCC Program was comprised of the full project life cycle from Pre-Appraise, Initiation, Design, Develop, Test, Implement/Execute, to final Operations. Initial full build-out of the physical new facility (concrete foundation), power/hvac implementation, server & rack, IT h/w installation, to final operations and sustaining engineering. Full knowledge of various server platforms: HP, IBM, Sun, etc., storage platforms: EMC, Netpp, Sum, IBM, and thorough understanding of DCC maintenance and operations.

CTG: Computer Task Group: CTG Engagement Director

BP Texas City Refinery Plant/North America Refineries: IT&S PMO Director

06/2008 to 05/2010

Responsible for the initiation, development, deployment, and leadership/management of the BP IT&S PMO Texas City Refinery/North America Refineries whose main responsibility is implementation and delivery of all Information Technology (IT) projects. The PMO is comprised of Business Analysts (BAs), Project Managers (PMs), and PMO Support to execute and deliver across the multiple disciplines supporting both the Chemical and Oil Refinery Sites. This leadership position is responsible for the successful execution of these projects establishing project timelines and budget, allocation of aligned resources, and associated status reporting to stakeholders and clients.

These Business I/T Projects are comprised of all the facets of end-to-end management, including desktop infrastructure (client-server environment), information access (network environment), telecommunications, application server, security (DRP/BCP), applications support, e-business/hosting, SAP, Facilities, Process Control, and CRM customer relationship management.

Project leadership/management includes all the facets of the project life cycle: from phase 1 of project requirements definition phase and project initiation customer business case through to project closeout lessons learned transition to support and operations. The PM methodology utilized is in accordance and compliance with BP’s IT&S Capital Value Process (CVP) Framework and BP’s Project Common Processes (PCP) in order to fully realize Business Value and manage projects in a discipline project lifecycle stage gate approach while also utilizing such tools as EVM (Earned Value Management Reporting, SPI/CPI) and Risk Mitigation Analysis. This PM framework encompassed a project health check along with formal peer reviews at the end of each project stage gate to assure both project deliverables are being met and the business case for the project is still accurate and valid to justify moving forward. Project budget including quarterly forecast financials were done via the portfolio Planview tool.

The PMO team currently has over 55 FTEs (BAs, PMs, PMO support staff) and FY09 Project Portfolio is well over 50 projects with a total budget of approximately over $47M at any given time.

Hewlett-Packard Company

Global Information Technology

Director/Program Management Office (PMO)

08/2006 to 05/2008

Responsible for the initiation, development, deployment, and leadership/management of the HP Global IT&S Telecom and Operations PMO. This L4 (Level 4) Director role reported to the VP of Global IT which reported to the CIO of HP with a total staff of over 80. Responsible for driving engineering and operation program teams in HP Global IT through coordination of multiple projects across multiple disciplines within Global Information Technology with a focus on HP Labs, ITIO, and HP Business Units (TSG, IPG, PSG). Develop structure, timeline and coordinate delivery and reporting during the project life cycles across the Program Management Organization. Position is responsible for establishment of deadlines, allocation of project management resources, and status reporting on all associated programs. Work with engineering, architectural and operations management to identify and improve overall structure, resource allocation and efficiency of all programs managed by the team.

Hewlett-Packard Company

Americas Regional Operations & Logistics

Director, Program Management Office (PMO)

5/2004 - 7/2006

Responsible for establishing and managing the HP Americas Regional Operations + IT Program Management Office (PMO) organization. The Americas (Canada, U.S., Latin America) Operations PMO organization provides planning, project, and quality management across a very wide range of operational functions (marketing, sales, order management, sales compensation, credit & collections, routes to market, customer to cash flow, IT, etc). The main objectives are to optimize the operational infrastructure to enable performance excellence while driving costs down, increasing HP competitiveness and customer satisfaction. The PMO group’s overall objective is to drive improvement projects and quality initiatives for Americas Operations & Logistics by utilizing good project (based on PMI’s PMBOK) and quality (based on Six Sigma) methodologies and standards, and to provide a framework with repeatable processes, guidelines and techniques to greatly increase the odds of being successful and providing value to Americas Operations & Logistics. Under my leadership, I manage a group of approximately 35 project and quality managers dispersed virtually throughout the Americas (Canada, U.S., Latin America) Region. Some of the specific projects delivered were to the ERP Supply Chain Management Business unit in which improved proven business process through IT SAP systems were implemented and resulted in business benefit realization results.

Some of the many projects that I personally lead and managed were a multi-year HP call center outsourcing efforts and application rationalization/consolidation for the Latin Americas Region.

Specifically, I was the lead project manager for two call center’s outsourcing migrations to Bogota, Columbia and Guadalajara, Mexico. These two call center’s were HP’s main incoming HUBs serving the Americas Region for their IPG (Imaging and Printing Business Unit), over a 1/2 of their regions’ revenue. Projects encompassed all the facets of the project lifecycle, business requirements and due diligence initiation efforts to pilot testing and deployment, eventually leading to “full go live dates” at these locations. Post project reviews were conducted which included full benefits realization plan materializing and resulting in cost savings and efficiencies.

The application rationalization/consolidation multi-year project for HP IPG business unit consisted of over 200 applications eventually down to a main count of 35 with no business interruptions whatsoever and significant efficiencies in user base and substantial maintenance h/w and s/w costs. This program consisted of a detailed due diligence with all business stakeholders, understanding each and everyone of the associated business processes and applications, well executed communication plan prior to any application cutover occurring. The business project’s objectives were accomplished on time and budget with a very challenging business user community dispersed throughout this Latin region.

Shell Oil Information Technology International

Professional Services/Technology Solutions

Technology Consultancy & Project Management/PMO Manager/Senior Program Manager

3/98 - 4/04

Responsible for managing major Information technology projects for Shell Oil Company. Specific project management for delivery and development of I/T Projects for any of the four major business units of Shell: Shell Oil Products, Shell Chemical, Shell Trading/Energy, and Shell Exploration & Production across any of the three main regions: Americas (North, Central, South), Europe/Africa, and Asia/Pacific.

These I/T Projects are comprised of all the facets of end-to-end management, including desktop infrastructure (client-server environment), information access (network environment), telecommunications, application server, security, mainframe OS390, applications support, e-business/hosting, SAP, .NET, Java, and CRM customer relationship management.

Project leadership/management included all the facets of the project life cycle: from phase 1 of project requirements definition phase and project initiation customer business case to project closeout lessons learned transition to support and operations.

As a Sr. Program Manager, I was the Americas Regional Leader in which I initiated, developed, and rolled out a Global Project Management Office. This effort expanded over a two year period, from initial project definition of the Global PMO office to actual deployment globally in our three main regions: America, Africa/Europe, and Asia/Pacific.

We developed and implemented a standard PM Methodology based on the PMI PIMBOK; establishing a detail set of project deliverables and templates for each phase/stage gate of the project life cycle. PMO effort was comprised of the following: set of project management office phases, associated templates, repository of knowledge management of past and existing projects, This effort included a detail communications plan comprised of leading the PM mentorship effort, relationship building among all the global PMs, stakeholders/owners, educating our user community, PM career ladder, PM curriculum, actively being a leader/advocate for the PM skill pool.

Once this PMO was globally rolled out, it was named the "Project Excellence Centre", where today it is being utilized by Global Project Managers throughout the Shell Lines of Business utilizing a robust web portal. After approximately two years of utilization, the PMO has been carefully measured and benchmarked where it has efficiently shown as a center of excellence for consistent and repeatable project performance utilized by experience PMs as well as developing ones.

Project dashboard reporting, project assurance reviews are just some of the capabilities available to upper management. Currently all Sr. PMs and PMs work closely with the PMO, Project Management Office to assure all PMI standards and methodologies are followed for both applications, infrastructure, and enterprise global IT projects while always reporting and statusing the respective stakeholders, sponsors, and customers in meeting project objectives.

Management Body of Knowledge in executing I/T projects to apply the necessary knowledge, skills, tools, and techniques for project activities in order to meet and exceed stakeholder/customer needs and expectations from a project. Meeting and exceeding stakeholder/customer needs and expectations invariably involves balancing competing demands among scope, time, cost, and quality.

NASA Johnson Space Center

Information Resources Directorate/Management Information Systems

Projects and Operations Manager

12/93 - 3/98

Managed large scale IT projects (both infrastructure and applications) for NASA Johnson Space Center. Major customers are the International Space Station Program, Space Shuttle Program, and the Engineering Directorate. Primary responsibilities included the management of the application full life cycle development from project initiation to project closeout with transitioning to support. In this role, I managed both an application development team and an operations team once these projects were fully developed and put into production. Operations role included all aspects of full support for these highly driven customer supported applications including 7 x 24 call support. Projects role included adhering to PMI PMP standards in the development of applications projects and their enhancements and new releases. Major portion of both the Projects and Operations Manager involved interfaces and communications with management of International Space Station Program, Space Shuttle Program and Engineering Directorate along with NASA Headquarters and various other government agencies.

Responsible for Information Technology and Information Systems for the

International Space Station Program.

I was in the Management Information Systems (MIS) group (approximately 25 direct civil servants and over 70 contractor staff) which is in charge of delivering information system products, identifying and resolving information system issues for the Program, coordinating all changes to the Program information system, and communicating plans and forecasts to Program participants to ensure awareness of information system activities and associated impacts.

Specifically, under this area, we:

Provide and implement an Information System (IS) Plan to develop, deliver, analyze, manage, and operate the Program’s information system including Database and Application development and sustaining functions, Systems Administration, Technical Planning and Program Management and Control. We are implementing over 50 application/database servers running UNIX and Oracle platforms; these in turn, support vehicle, safety, operations and management applications.

Protect the information system consistent with the NASA Automated

Information System (AIS) Security Handbook. As a dual role, I was the IT Security Official for the Space Station International Program. In this role, I not only was the main focal point for security issues and concerns, but was also involved and lead DRP and BCP projects, security standards implementation assessments and audits.

Provide user training for Program applications.

Establish and maintain interfaces with the Program Support Communications Network (PSCN), the Host Center (JSC), other field centers, contractor sites, International Partners, and other Program participants.

Develop Information Technology I/T acquisition/procurement planning for the ISS Program.

Maintain reliable Local Area Network (LAN) utilizing TCP/IP.

Provide and support dual workstation platform services (Mac/PC).

Perform independent cost/risk analysis on the Year 2000 Impact on legacy systems and internal developed software.

Administer and secure access for all users throughout the continental U.S. and with our International Partners the Space Station Home Page.

Develop and maintain the standardization of both hardware and software tools throughout the Program.

Provide host Automated Data Processing (ADP) services.

NASA Johnson Space Center, Houston, Texas

Space Shuttle & Space Station Program

Technical Resource Engineer

3/91 - 11/93

Reliant Energy/Houston Lighting and Power Company, Houston, Texas

IT Engineering Solutions & Materials Management Division

Global IT Engineering Solutions/Operations Manager/Project Manager

1/88 – 2/91

Reliant Energy/Houston Lighting and Power Company, Houston, Texas

Purchasing and Materials Management Department

Senior Contract Officer Procurement Buyer/Project Manager

6/82 - 12/87

EDUCATION

Bachelor of Science in Industrial Engineering, University of Miami, Coral Gables, FL, May 1982

Master of Business Administration, University of Houston Clear Lake, Houston, TX, August 1990

Master’s Certificate in Information Technology Project Management, George Washington University School of Business and Public Management

SKILLS, CERTIFICATIONS, & TECHNICAL TRAINING

PMI PMP: Project Management Institute :Project Management Professional Certified

ITIL Foundation

Six Sigma: Green Belt: DMAIC Model

Contract Administration

Foreign Language: Speak and Write Spanish fluently

PERSONAL IMPROVEMENT CURRICULA

Program Management and Control

Art of Project Management

Project Risk Management

Time Management

Concurrent Engineering

Interpersonal Relationship Skills and Requirements Development

PROFESSIONAL AFFILIATIONS

Houston Business Council / CPM - Certified Purchasing Manager

Houston Chamber of Commerce / Contract Management

Institute of Industrial Engineers (IIE)

National Contract Management Association (NCMA)

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