Manager Management
Resume:
Roger Teper
Morganville, NJ ***51
E-Mail: *********@*****.***
Seeking the position of
Director of PMO
** ***** ** ***** ******** and technical experience in program management encompassing strategic planning, initiation, implementation and handoff. Proven success in developing best practices for IT departments and 3rd party vendors. Extensive CIO support in planning, managing procurement/budgets and globally distributed project teams to achieve goals and directives. Developed and implemented high value and cost effective programs. Highly experienced in program/project turnarounds. Value coaching and consultation to internal and external clients.
Operational and capital budget
IT Management
PMO Department start up
IT KPIs, Balanced scorecards Demand/capacity/Content Management
(SOA) Service Oriented Architecture SaaS, PaaS, IaaS PMO/Portfolio/program management
Requirements traceability matrix
Earned value, cost-, schedule-, and budget variances
Project turnout /recovery
DoD, NASA (DOE 413, ANSI/EIA -748), PMI, ITIL, EUP, RUP
Project management/controls best practices Strategic Analysis & Internal Consulting
Target Operational models
Enterprise Planning/Roadmap
C-level initiatives
Post merger systems integration
Organizational change management; Change Control Management
Process reengineering
Program Management
Able to manage waterfall and agile environments. Utilize PMI/PMBOK guidelines to manage programs within stated cost/time/resource constraints.
Develop project approach, scope, timeline, budget/project estimation, and overall staffing model.
Use statistical means to calculate perceived program success (probability, viability/benefits realized) based on the variances of critical path prior to full scale implementation commencement
Monitor cost/schedule variances and other metrics to forecast budget and resource availability through earned value and other reporting techniques
Provide resource allocation to satisfy work demand and $supply leading to operation efficiencies
Maintain issues/assumption logs. Escalate and facilitate conflict resolutions.
Communicate with program stakeholders via status dashboards utilizing collaborative boards (intranet/SharePoint)
PMO – Management and Supervision
Created and properly aligned 3 program/project management offices. Linked accounting/GL systems with PMOs to manage budgets. Minimized overhead thresholds to acceptable levels. Positioned PMOs to sell.
Participated in staff recruitment, hiring, training and scheduling of all PMO employees. Oversaw a max of 17 program managers. Resolved arising issues, mediated staff disputes and handled external relationships.
Created and raised public awareness of corporate policies governing PMO. Aligned with business and IT departments to acquire responsibility and accountability for program deliveries.
Responsible for PMO reporting to the boards of directors and C-offices including budget approval, program/project health.
IT – Management and Supervision
As part of Sr management committee, offered advice and counsel on latest technology trends, business priorities and current operation model improvements as it relates to data integrity and regulatory requirements.
Provided financial and operational oversight of data centers, technical service centers, production scheduling functions, help desks, communication networks (voice and data), application development and systems operations.
Actively sought reduction in maintenance cost contracts and reinvestments in profitable projects.
Marketed business intelligence solutions based on data modeling techniques to improve response time to internal requests resulting in retiring legacy systems and savings exceeding operating model hurdle rates.
Defined, collected, and presented metrics on IT department effectiveness based on existing book of work vs. SLAs.
Supervised and managed a team of Java/.NET developers, QA analysts, DBAs, systems architecture and security personnel exceeding 250 headcount at various times. Managed development of web-based and standalone applications in Java and .Net environments to handle business process improvement, package implementation and custom development
Served as a point of contact for all IT audit inquiries
Drove Sempra Energy Trading 2.5 year IT integration program with $28mil yearly budget and 300 staff. Embedded global front/middle/back office commodities functions into RBS UK operations. Realized at least $50mil of savings through labor realignment, retirement of legacy systems, process replacement and reengineering, revamping of development centers and recognition of redundancies of vendor products used. Full P/L accountability.
Completed data acquisition program of 49 European GE affiliates for BASEL 2, Pillar I risk calculations for economic and regulatory capital, market and credit risk, default/loss probability, risk weighted assets. Negotiated terms and agreements of data provisions shipped to corporate datawarehouse for further processing. Provided full program management scheduling, resources allocation support to a 100+ PMO member team. Full P/L accountability.
Rolled out Pre/Post Agency cost analyzer to major equities trading desks and mutual funds in US and EU. Designed as light web interface analyzer gained popularity due to performance allocation demand. Revenue exceeded initial investment within a year of going live. With 2 year capital and operational budgets approaching $17mil oversaw full product development cycle with 10 project managers and 4 business analysts on staff and personnel of 30 IT professionals
Delivered Market Timer Opportunity Erosion product targeting primarily mutual fund industry. The product with no front end linked back office operations with statistical model predictions based on a mutual fund’s holding at the EOB. Handled above 500 funds daily and peer-to-peer comparisons grabbing about 70% of market share. Complete budget responsibility of $10mil and supervision of 13 project managers spanning for 2 years of business requirements, feasibility study, implementation and post-rollout maintenance
10 years of progressive management consulting support of CIO/COO initiatives. Managed RFI/RFPs, fixed and variable cost contracts, IT governance, audit and department restructuring. Analyzed and proposed strategies to change IT positioning, fiscal management and project management implementation. Supported board of directors in supervision of policy viability and implementation. 3 global off-schedule programs were diverted back to original schedules using financial project controls.
Sempra Commodities Trading, Stamford, CT (Integration Program Manager, PMO Manager) 07/2008 – present
GE Capital, Danbury, CT (Program Manager) 11/2006 - 06/2008
Capco NY, NY (PMO, Program Manager) 01/2005 - 11/2006
Programs @ Capco: Goldman Sachs, Jersey City, NJ, Societe Generale (SG Cowen), NY
Bear Stearns, NY, SunGard Trading Systems, Jersey City, NJ
ITG (Investment Technology Group), New York, NY (Program Manager, PMO Head) 01/2001 – 12/2004
KPMG LLP, Boston, MA (Consultant, Data/Project Analyst) 01/2000 – 01/2001
ILX Systems, New York, NY (Financial Data Quality Analyst) 02/1998 – 01/2000
• Masters in Engineering Management New Jersey Institute of Technology, NJ
• Brainbench: Customer Requirements Analysis
Business Fundamentals, Project Management (US) Certification
• BA Degree with Departmental Honors in Economics, with emphasis on Finance State University of New York at Stony Brook • MS SQL Server Database Programming, XML
• Six-Sigma Green Belt Certification, GE, Fairfield, CT
Expert in Windows NT, Vista, MS OFFICE, MSProject, PRIMAVERA, NIKU Clarity, ERWIN, HTML, .NET, J2EE, JSP, AJAX, Spring, Hibernate, JUnit, Ant, Essbase, Sybase Client, end user UNIX, RUP, Crystal Reports 7.0, AllFusion Process Modeler 4.1, JackHenry Suite, Business Objects X, Mercury; Charles River, LongView, Moxy, McGregor; Deltek Risk+, PERT; TIBCO, LAN/WAN, Brocade, Nortell Networks, Savvis Cloud Computing, SunGard Availability Svces, Oracle 12i; MsSql Server 2008; Bloomberg Reference Data; ArcSight Security;
Personal: US citizen
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