Project Management Manager

JAMES WEBER, PROGRAM / PROJECT MANAGEMENT

**** ******** ***** 614-***-****

Galloway, Ohio 43119 ***********@*****.***

Accomplished highly diverse professional with broad and versatile experiences in Project Management, Program Management, Portfolio Management, Organizational Project Management (OPM), Organizational Change Management (OCM), and IT managerial roles, including PMO Management, Application Development Management, and Application Services Delivery and Support. Multiple years of successfully leading teams, programs and projects across numerous industries, including energy, government, education, retail and banking.

Recognized as an experienced leader with strengths in managing various types of IT teams and resources, including project managers, project controllers, business systems analysts, application developers, testers, and support analysts. Adept at project portfolio management and monitoring, budgeting and cost control, and communications with all levels from staff to executive. Additional experiences in OPM (Organizational Project Management), OCM (Organizational Change Management), vendor/contractor management, strategic roadmap planning, scrum/agile/waterfall methodologies, resources/interviewing/hiring, customer relations, and multimillion-dollar budgets.

Skilled in staff development, talent management, team building, and applying the right resources to achieve positive results to meet company initiatives and objectives. Results-driven IT Manager with exceptional track record in directing teams to successful completion of projects and activities. Proven ability to increase productivity, quality and customer satisfaction through well-managed, on-time projects. PMP-certified in 1999 with leadership roles in the PMI Central Ohio Chapter. Recently certified Change Management Practitioner.

PROFESSIONAL HIGHLIGHTS

Ohio Department of Health

June 2024 – August 2024 (FTE)

Information Technology Supervisor 3

Supervisor for a staff of 11 application developers. Responsibilities include: triaging and resolving ServiceNow and Azure DevOps tickets relating to development activities for applications in my assigned portfolio, serving as release manager for application/infrastructure weekly releases on a rotating basis, participating in daily standups for ongoing projects, and following and advancing new projects involving my development staff.

AVAAP

December 2021 – April 2023 (Consultant)

Principal Consultant

L BRANDS, Transformation Project (Dec 2021 - March 2022)

Project Manager supporting LBrands (Bath & Body Works and Victoria Secret) for the Separation program, including the separation of all applications, networks, personnel and physical assets. Projects include working in the following workstreams: Logistics, Creative, and MP&A (Merchandise Property and Assets).

City of Cleveland ITS (Information Technology Services) (March 2022 – June 2022)

Project Manager supporting the City of Cleveland Information Technology Services initiative for a complete M365/O365 migration for all City departments stakeholders (e.g., Police, Fire, etc.). Maintained the project schedule and roadmap for implementation of all departments in a staggered fashion. Coordinated and led individual department meetings and maintained issues, risks and project meeting minutes.

Nisource, Future of Work Program (June 2022 - October 2022)

Project Manager for a short-term strategic initiative, the FoW (Future of Work Program), engaged to provide project management skills for the company’s return to work program. Responsibilities included leading weekly cross-functional meetings (HR, Policy, IT, Facilities, Business Continuity, Safety, Security, etc.). Additional responsibilities included maintaining the project schedule, meeting minutes, and driving issues and risks.

Exelon, Principal Consultant, Documentation Project (October 2022 – April 2023)

Project Manager for a documentation project for Exelon, a major U.S. utility. Developed new OT – CSAE Engagement Model Guide (Operational Technology – Cyber Security Architecture and Engineering) as a rebranding effort resulting from a company reorganization for this team. This project entailed a thorough review and rebranding of over 1,300 documents, as well as development of a complex risk register for the client’s newly restructured Cybersecurity Architecture and Engineering team. Developed and maintained the project schedule, and was the primary point of contact for this successfully completed engagement, by leading meetings and performing walk-throughs on progress.

Floor Coverings International Hilliard

Febuary 2020 – September 2021

President and CEO

Wearer of many hats, including President, CEO, Production Manager and Project Manager, including these specific Program Management skills:

Primary point of contact for all customer (stakeholder) interactions, from onset to successful completion of projects

Responsible for all financial transactions across the business

Worked with subcontractors to provide support for completion of projects

Monitored all projects from initial contract to order & delivery of materials, to successful implementation of projects, including maintaining project schedule & budget

Adept at providing services according to contract requirements

Managed and prioritized project risks as situations arose

Utilized MS Office tools including MS Project for project work

Versed in creating various reporting formats for management

Centric Consulting, Columbus, Ohio (Consultant) @ NiSource

October 2017 – June 2019

Senior Program Manager, Capital Program Performance Department

Senior Consultant/OPM Manager for the Organizational Project Management (OPM) initiative in the Capital Execution Organization:

Provided strategic leadership and roadmaps for completion of the program

Chaired Project Management Advisory Committee (PMAC) biweekly meetings and other key meetings with SMEs, Managers/Directors/VPs

Identification and prioritization of IPAs (Integrated Process Assets) to identify and rectify gaps and provide predictable, sustainable project performance across the Capital Execution Organization project lifecycle

Ultimate deliverable was codified standards that defined accurate workflows and interactions and handoffs between Capital Execution Organizations (including Gas and Electric), including clear roles and responsibilities, and performance improvement monitoring.

Provided Program leadership and maintained quality relationships with all stakeholders

Maintain and Publish Gas and Electric asset statuses and schedules

Develop, maintain and monitor the OPM SharePoint site

Develop and maintain KPIs and metrics for the overall OPM Program

Ensure Program Quality and Product Quality

Development of an OCM Plan (Organizational Change Management) for the OPM program implementation.

Kforce, Columbus, Ohio @ American Electric Power (Consultant)

January 2017 – October 2017

Senior IT Project Manager

Assigned to the AEP Transmission blue-chip EcoSys / P6 Redeployment project based in New Albany, Ohio. Responsibilities include:

Project Manager/Scrum Master for large redeployment of two major applications

Managed all schedule-related activities between IT, Transmission, and external partners EcoSys and Oracle (P6).

Led daily standups to advance project progress.

Chaired executive project sponsor meetings and IT management meetings, including the preparation of status reports.

Managed all financial aspects of the project, including all SOW, vendor invoice and contract processing.

Engaged the Security Ambassador and colleagues to complete applicable security functions, procedures, tests and data protection

Maintained the project plan and schedules, including risks, issues and project changes.

Hired necessary development staff and supporting the team’s cultural and development requests.

Developed collaborative relationships with the many Transmission stakeholder departments supporting the project.

Robert Half Technology, Columbus, Ohio (Consultant)

August 2016 – November 2016

Senior IT Project Manager

Responsibilities at Sears Home and Business Franchises included Project Management foundational aspects associated with delivery of a new point of sale system for Sears Home and Business franchises throughout the country [Project cancelled in Initiation phase due to lack of funding].

Managed all aspects in the Initiation phase, including business case development, financial justifications, creation of project charter and numerous other early project artifacts, including the project management plan and related schedule.

Project to include a proof of concept phase, pilot phase, and an implementation phase, deploying at all franchise locations across the United States. Project application development would have been agile-based.

Project to also deliver a new content management system and the revision of all four major Sears Home and Business websites.

TEKsystems, Columbus, Ohio (Consultant)

May 2016 – August 2016

Senior Project Manager

Short-term assignment responsibilities at Huntington National Bank included the management of multiple internal high visibility projects:

Senior Project Manager for the RegEd project to deploy a new investment banking application, including application development and multiple data interface efforts.

Senior Project Manager for the Beneficial Owner project to deliver products to meet regulatory requirements.

Daily management of the Sustainability Tracker, an application for the tracking of the company’s many ongoing risk and compliance initiatives and related milestones.

Managed the project’s issue long and risk tracker and ensure project timelines were met.

Quick Solutions, LLC, now Fusion Alliance, Columbus, Ohio (Consultant)

June 2015 – April 2016

Senior Manager

Responsibilities included the management of multiple projects for internal and external customers.

Project Manager/Scrum Master for the Ohio Department of Commerce License Issuance and Tracking System (LITS) implementation, an agile .net web development project to deliver a new application to track all applications and permits, as well as converting all their hard copy forms and transactions into electronic versions. Managed the project’s burndown chart and related data based on two-week sprints.

Project Manager for the American Municipal Power (AMP) Mobile project to convert the company’s existing hard copy member directory into an electronic mobile version, as well as a pdf version.

Project Manager for the MedVets project to support the company’s network infrastructure upgrade across various locations in the midwestern United States.

Proteam Solutions, Inc., Columbus, Ohio (Consultant)

June 2011 – June 2015

PMO Director/PM Practice Center Manager

Established Project Management Office and implemented Project Management best practices, including standards, policies and procedures.

Screened and interviewed candidates for Project Management positions.

Participated in Business Development activities to assist company growth ventures in the PM space and other verticals.

Provided Program Management consulting services to the ODE (Ohio Department of Education), including (two years of agile experience at ODE):

oImplementation of a $3M statewide electronic transcript system and data warehouse in collaboration with the Ohio Board of Regents

oImplementation of a $500K data tools consolidation project

oImplementation of an $600K initiative for the complete redesign of the ODE website

oImplementation of a $1.2M project to deliver a website associated with the OhioMeansJobs initiative, involving both ODE, ODJFS and the Governor’s Office.

Tekmark Global Consulting, Columbus, Ohio (Consultant)

October 2010 – June 2011

Program Manager

Program Management Consultant at JP Morgan Chase to manage enterprise projects/ initiatives in the Home Lending Division. Prepared a PMO-wide IRP (Integrated Resource Plan) for new CIO to better account for resource demand and capacities.

Entailed working closely with all application development and support managers to assess both demand and capacity for all 2011 initiatives.

Monitored and tracked enterprise releases on a quarterly basis to ensure successful deliveries. Worked collaboratively with all release managers to assure proper status of activities.

Project Manager for a project related to correcting loan information for U. S. service personnel.

Prepared business cases for strategic bank initiatives, which entailed working closely with project managers to obtain correct resource and financial estimates.

American Electric Power, Columbus, Ohio (FTE)

March 2008 – June 2010

PMO Manager

Managed both Project Managers and Project Controllers implementing projects for all AEP business units. Management responsibilities included ensuring Project Managers and Controllers followed established procedures, provided adequate cost, scope and schedule control, and maintained quality standards.

Served on the Alternative Development Initiative Team, with the primary goal of aiding AEP’s transition from standard waterfall methodology to alternate sources of delivery, including agile and iterative.

Provided all project resource staffing assignments for all Project Managers and Project Controllers [ranged from a high of 56 individuals to a low of 36 individuals].

Directly responsible for oversight/management of the entire IT project portfolio (usually between 200-250 concurrent projects valued at $35-$40M) with a project success rate of 82%.

Conducted biweekly detailed project status reviews/consultations with all Project Managers and Project Controllers, focusing on the following parameters for each project: cost, budget, schedule, project plan, quality, testing, CPI, SPI, risks, issues and other pertinent indicators.

Chaired management biweekly project status review sessions for all AEP business unit areas.

Engaged on the PPM (Project Portfolio Management) project, which included a complete implementation utilizing Microsoft Project 2007 Professional, Project Server 2007, and Portfolio Server.

Performed all activities related to contractors, including: reviewing/screening resumes, interviewing, hiring and releasing contractors.

Single point of contact with all IT Planning Managers to review project pipelines to ensure projects were staffed with appropriate Project Managers/Controllers to meet the needs of each project.

Managed both capital and O&M budgets, as well as capacity planning for all Project Managers and Project Controllers.

American Electric Power, Columbus, Ohio (FTE)

June 2005 – March 2008

IT Application Development Manager

Performed as Application Development Resource Manager for company billing applications, including MACSS (Marketing, Accounting and Customer Services System) and VA (Virtual Agent).

Also managed the development team for company GIS applications, based on the GE Smallworld platform.

Managed the ongoing daily development activities of 14 personnel for the following technologies: mainframe/COBOL, .net and Java.

Responsible for ensuring all staff followed approved development standards and ensured quality in all production deliverables.

Provided all project assignments for all development staff (employees and contractors).

Managed both capital and O&M budgets.

American Electric Power, Columbus, Ohio (FTE)

August 2000 – June 2005

IT Application Services Manager

Single point of contact and relationship owner for the management of business-centric functional application services teams up to 18 individuals (BSAs, Project Managers, Support Analysts, Testers) dedicated to serving the application services needs of numerous internal business units, including Telecom, Real Estate Management, Office Services, Aviation Management, Fleet Services, and Facilities Management.

Established roadmaps through strategic partnerships with business owners and managed the intake and prioritization of new solution requests.

Application Services teams were responsible for all aspects of a project, including project approval, planning, development and support.

Managed all capital and O&M expenditures for all staff members and related project costs (budgets ranged from $2-3MM).

Mentored staff and conducted personnel annual performance appraisals.

Managed or oversaw the management of projects resulting from the merger of AEP and Central Southwest (CSW), including:

o$1.5M Fleet Management System implementation at 52 locations

o$500K Corporate Library System deployment

o$1M Land Management System deployment

American Electric Power, Columbus, Ohio and Bridgman, Michigan (FTE)

Y2K Team Leader – Client/Server Systems

November 1998 – August 2000

Team Leader for a staff of 10-12 contractors for AEP’s Y2K project – responsible for ensuring Y2K readiness of many mission-critical client/server systems.

Developed detailed project schedules to ensure Y2K compliance for project teams. Responsible for: 1) selection and deployment of contractor resources, 2) reviewing evaluations prepared by subordinates, 3) management reporting, 4) weekly progress meetings/reports, and 5) interfacing with numerous business units.

American Electric Power, Columbus, Ohio and Bridgman, Michigan (FTE)

November 1988 – November 1998

Project Manager

Successfully managed a $3.5 million DACS project implementation (Digital Access Control System), a major radiation protection computer system entailing a complete LAN system.

Project Management responsibilities included: developing and tracking project schedules; project budget tracking, administration of contracts/service orders and payment of invoices; directing completed hardware and software testing; deployment of hardware and software; and coordination of several AEP cross-disciplines and contractor organizations.

Successfully managed a $1.7 million electronic dosimetry project entailed of 1000 electronic dosimeters and related VAX-based hardware, software and communications equipment. Directed hardware and software testing utilizing standardized methodology based on AEP software QA requirements.

EDUCATION

B.S. Environmental Health Sciences, Purdue University, West Lafayette, Indiana

Project Management Professional (PMP) Certification, 1999

LEADERSHIP EXPERIENCES

2012-2013 Vice President – Communications, PMI Central Ohio Chapter; Teams included Communications, Marketing and Sponsorship

2011 - Sponsorship Director, PMI Central Ohio Chapter

Past President of my church in Hilliard, Ohio

Served as United Way Team leader and Operation Feed Team Leader on numerous occasions

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