Project Manager Management

DALE G. ELLIS

**** *********** *****

Rowlett, TX 75088

972-***-**** (H)

214-***-**** (M)

• A highly experienced Program/Project Manager who has demonstrated the ability to lead diverse team of professionals to high levels of success in a variety of industries and software approaches.

• Senior ERP Project Manager in charge of leading fifteen plus complex projects (Implementations, Template Deployment, New Functionality). Extensive experience in implementing Oracle systems including; Financials, Supply Chain, Human Resources, CRM and Manufacturing applications. Recently Project Managed two PeopleSoft Deployments.

• Strong management and business qualifications with of more than fifteen years of hands-on experience in program and project management, PMO management and development, strategic planning, business development and client relationship management.

• Flexible leader with global experience recognized as straightforward and highly driven. A background combined with deep understanding of the intersection between technology, business, and operational needs, synthesizing organizational needs with viable IT solutions to address a wide range of business problems

• Extensive experience in managing to a Project Plan, Time Line, and Budget.

• Experienced at developed effective Steering Committee/Project Sponsor communications and presenting.

• Skilled in developing project plans, estimating, managing and tracking project execution. Lead the development and execution of test scenarios and production support.

• Thoroughly familiar with multiple project management techniques, tools, and methodologies; emerging technologies; and the software development life cycle.

• Proven ability to successfully analyze an organization’s critical business requirements, identify deficiencies and potential opportunities and develop an innovative and cost-effective software solution for enhancing competiveness, increasing revenues and improving customer service.

• Prior industry experience was in full function Materials Management positions for nine years, coupled with an additional five years of manufacturing and management experience in multiple fabrication facilities.

• Graduate of the U.S. Army Command and General Staff College and previously held a US Top Secret clearance. Previous assignments include Battalion Commander and Director of Civil-Military Operations for Belgium and Cuba. Retired from the Army Reserve in the grade of Colonel.

EDUCATION:

• MA - Management, Webster College, Webster Groves, Missouri

• BA - Political Science and Sociology (double major), Pittsburg State University, Pittsburg, Kansas

• 30+ semester hours of business management, marketing and accounting; University of Texas- El Paso.

• Professional Development: Oracle Project Management, Total Quality Management, Manufacturing Resource Planning II

EXPERIENCE:

Nelson Global Products, Madison, WI (Independent contractor through AT&T)

Duration: 10/11-9/12

Program/ Project Manager

• Presently leading Oracle R12 Implementation:

o (1) Migration of Legacy Oracle System to full EBS Oracle R12. Project duration of 5 Months, Team size of 20+ inclusive of business, IT and third party Consultants, onshore and offshore. Planning included creation and maintenance of the project plan, development of full cycle testing plans for three test iterations and production cutover plan. As part of the PMO, created and presented the weekly executive steering committee status presentation. Presented critical tasks status and the escalation steps as required.

o Planning and initial execution of second four month phase of additional functionality and modules. Managed processing of multiple change requests based on added requirements. Evaluated resource requirements for expanded scope and managed the adjusted budget based on approved change requests. Provided the actual and forecast costs to the PMO and steering committee weekly.

• US based planning for and coordinating separate OU for India Oracle rollout of Financials, Manufacturing and Order Management. Coordinated the deployment plan and transition plan for support from the consulting organization to AT&T Support.

Mastec Inc., Coral Gables, FL (Independent contractor)

Duration: 4/11-9/11

Program/ Project Manager

• Led three Oracle R12 Implementations:

o (1) Migration of Legacy System to Oracle R12, including Siebel Work Order Management. Project duration of 12 Months, Team size of 8 inclusive of business, IT and third party Consultants, onshore and offshore. Responsible for integration of multiple project plans and a strategic deployment plan.

o (2) Separate business unit migration of Legacy System to Oracle R12, including Siebel Work Order Management. Project duration of 5 Months, Team size of 8 inclusive of business, IT and third party Consultants, onshore and offshore.

o (3) Migration of Oracle 11i to Oracle R12. Project duration of 4 Months, Team size of 8 inclusive of business, IT and third party Consultants, onshore and offshore.

Zanett Commercial Solutions

Corning Inc., Rochester NY

Duration: 1/10-4/11

Senior Project Manager

• Completed two global PeopleSoft implementations:

o (1) Migration of Legacy System to PeopleSoft Supply Chain V9.0. Project duration of 10 Months, Team size of 12 inclusive of business, IT and third party Consultants (Oracle). Delivered on time and under budget. Direct responsibility for risk management and migration strategy.

o (2) Took over PeopleSoft project due to cost and timeline overruns: Project goal was to create multiple interfaces for Foreign Bank automated checking. Project duration of 5 Months, Team size of 10. The results of this project improved accuracy, reduced cost and increase accountability. Direct responsibility for deployment plan and risk mitigation plan. Delivered this one month ahead of schedule.

• Bi-Weekly Steering Committee presentations: Update, Timeline, Budgets, Risks, SOX compliance and detailed tracking of critical tasks.

• Built cutover schedule and detailed plan to include the conversion steps of the legacy and PS systems, configuration migration and development migrations.

• Extensive use of SharePoint as a Document Repository (version control for project plans, presentations, financial portfolio, meeting minutes, issues, risk tracking, lessons learned, test plans and, specifications).

ABeam Consulting

Duration: 11/08-12/09

Oracle Practice Director

• Enhanced and managed Oracle practice, including methodology, resources, budget and pre-sales.

• Developed multiple regional partner sales a team in multiple metropolitan areas of the U.S .as ABeam Consulting has no internal sales force.

• Updated and modified the Oracle methodology for implementation teams.

Fujitsu Consulting/Rapidigm, Inc.

Duration: 12/01-11/08:

Engagement Manager

Carpenter Technology, PA

Duration: 05/08-11/08

Engagement/Project Manager, Oracle 12i Implementation

• Managed multi-site / multi-phased project rollout of Oracle 12i from two different legacy systems.

• Represented the Client as a PMO manager to coordinate the efforts of two integrators: Oliver Wright for Supply Chain and Fujitsu for the EBS deployment.

• Reported to the Steering Committee bi-weekly

• Created agendas for team and steering committee (sponsor) meeting and conducted the meetings weekly with prepared status presentations.

• Led coordination effort of Fujitsu, and Oliver Wight in the definition of the planning solution, bringing all players together for the optimum solution within an aggressive timeline.

• Developed and oversaw execution of Conference Room Pilot (CRP) and UAT testing

• Coordinated testing applications with demand chain, supply chain and technical teams to assure successful end-to-end testing.

• Supported client by executing test scripts and documenting results from the developed and approved testing plan.

Client: Charter Steel, WI

Duration: 7/07-05/08

Role: Project Manager; Oracle 12i

• Responsible for the project plan for the costing phase to project. This included defining scope, resources, risks and project deliverables utilizing the Integrators D3 project methodology. Project resources were external (on-site and offshore) and internal to the client. Met with the project sponsors and stakeholders to review and receive approval.

• Successfully developed and then managing the strategy, plan, tactics, resources and budget to bring these diverse business units onto the emerging company standard for corporate financial software applications. The corporate directive to consolidate businesses onto a common system was accomplished on time and within budget

• Project Manager for multi-site / multi-division project rollout of Oracle 12i Direct responsibility for budgetary management, staffing, administrative and project planning, reporting and IT coordination in both the US and offshore

• Direct management of the Solution Architect responsible for solution design, testing and deliverable acceptance.

• Managed client resources during data cleansing activities from multiple legacy systems.

• Managed 25+ implementers/developers and three external resources worldwide. Defined project scope and coordinated project tasks and scheduling to meet aggressive due date.

• Managed the efforts of contract and consulting resources assigned to the project.

• Corporate management was able to view and report data from a single BI system (OBIEE) thereby reducing manual reporting efforts.

• Coordinated the Financials team efforts among other project teams in the enterprise wide program.

• Provided direction and implementation strategy for the Financial team at the program office level. Ranked and prioritized requirements, gap resolution and design of workaround options and approaches

• Direct management of a training development team using the UPK tool and the Organizational Change Management team. Created the organization change plan and the project training plan in conjunction with the OCM Lead.

• Established framework for SOX compliance, risk assessments and testing of design and operating effectiveness.

• Worked with Charter senior management team to ensure that project was deployed successfully. Conducted multiple project meetings on a weekly basis and provided detailed project reports to Charter management.

Client: Welch’s Food Products

Duration: 7/06-10/07

Role: Program /Project Manager; Oracle 11.5.10

• Program/Project Manager for multi-site five-project rollout of Oracle 11.5.10. Direct responsibility for budgetary management and staffing, planning and reporting, IT coordination in both the US and offshore, solution design, testing and deliverable acceptance.

• Responsible for delivering consistent, timely, clear communication and direction across all business channels in both acquiring and acquired companies.

• Responsible for establishing an EBS foundation for multiple modules by using best practice approach for entering and managing data quality as well as procedures for exceptions.

• Managed a team of 18 US based and 12 offshore consultants for $6M project plan & business systems design in a cooperative business environment.

• Managed the integration of new third party inventory tracking hardware (Clear Orbit: two consultants and software) into Oracle.

• Led weekly status meetings with the project team to discuss identified risks, current issues, and accomplishments for the last week and current activities for that week.

• In conjunction with the client PM, held monthly steering committee meetings to insure executive level received full communication of the project status, risks, issues and to provide key business decisions as required.

• Direct management of a training development team using the UPK tool and the Organizational Change Management team.

• Tracking of issues through conception to completion using standard client tracking system.

• Managed post implementation support for financials, manufacturing, shipping and distribution

Client: NCI Steel, TX

Duration: 6/05-7/06

Role: Project Manager; Oracle 11.5.9

• Project Manager for multi-site, three-phased rollout of Oracle 11.5.9 at a manufacturing/distribution corporation.

• Reported to VP of IT and responsible for laying out the project methodology, project plan, project initiatives, project scope, and project deliverables.

• Initial assignment was a recovery action of a failed Phase 1 before moving to succeeding phases. Project had expended entire budget on first of three phases and could not transact in the new system. Revised solution to a vanilla, then added desired custom objects after stable.

• Managed project and resources; ensuring that AIM methodology was strictly followed; liaison between IT and Business owners. Other tasks include: Leading consultants and developers in setups, coding or program development, process change, documentation, migration, fulfillment SOX/audit requirements.

• Led the development of a standard solution that could be the base solution for multiple locations and differing businesses.

• Direct responsibility for budgetary management and staffing, planning and reporting, IT coordination in both the US and offshore, solution design, testing and deliverable acceptance.

• Managed the cost for secondary rollouts by building a base team consisting of trained and experienced consulting and client resources instead of using consultants exclusively.

Client: Sherwin Williams Paints, OH and Mexico

Duration: 3/05-6/05

Role: Project Manager; Oracle 11.5.10 Financials

• Project Manager on Mexico site of global company implementing Oracle 11.5.10 Financials.

• Direct responsibility for solution design, project planning and reporting, budgetary management, testing and deliverable acceptance.

• Managed the accelerated project that moved the company from legacy financials system to Oracle 11i, setting the basis future business process conversion to Oracle in Mexico and South America.

Client: Koyo Automotive, OH

Duration: 11/04-3/05

Role: Engagement Manager; Oracle 11.5.9

• Engagement Manager for an international Oracle 11.5.9 project to oversee Post Production support and recovery of major issues impacting production.

• Direct responsibility for issue resolution, staffing and consultant-client handover.

• Developed a training and handover plan to allow the client to assume responsibility for their newly implemented system.

• Coordinated closely with the steering committee to gain their support and assist with the Organization Change Management issues.

Client: Crane Aerospace, OH

Duration: 1/04-11/04

Role: Project Manager; Oracle 11.5.9

• Project Manager for full ERP implementation of Oracle 11i at aerospace and defense manufacturer.

• Direct responsibility for solution design, project planning, budgetary management, IT coordination and integration between solutions at other sites within the division.

• Created a returns and rebuild process within Oracle functionality that was retroactively installed at other division locations.

Client: Keithley Instruments, OH

Duration: 1/04-9/04

Role: Engagement Manager; Oracle 11.5.9 Manufacturing and HR/Benefits

• Engagement Manager for discrete manufacturing corporation of implementing Oracle 11i Oracle 11.5.9 HRMS and additional Oracle manufacturing applications.

• Responsible for oversight of the implementation activities for solution design, testing and deliverable acceptance.

• Maintained overall responsibility for project planning, budgetary management and personnel.

Client: TaylorMade Sport Equipment, CA

Duration: 9/02-1/04

Role: Engagement Manager; Oracle 11.5.9 Upgrade Financials and Procurement

• Engagement Manager for discrete manufacturing of sporting equipment upgrading Financial to 11.5.9 and implemented Oracle 11i Purchasing, iProcurement and iExpense.

• Responsible for oversight of the implementation activities for solution design, testing, IT coordination and deliverable acceptance.

• Maintained overall responsibility for project planning, budgetary management and personnel.

Client: Infonet, CA

Duration: 6/02-12/03

Role: Project Manager; Oracle 11i Financials

• Project Manager for global communications corporation implementing Oracle 11i in the United States, Europe and Asia.

• The acquired company’s accounting systems were decommissioned saving license and system maintenance costs. External system data was consolidated into the Oracle Financials that provided for improved data security. Redundant data between two systems was eliminated.

• Guided the users through extensive testing and the conversion was performed

• Direct the project level implementation activities for solution design, testing, IT coordination and deliverable acceptance of Financial and Procurements modules, including iProcurement and iExpense in a Sarbanes-Oxley environment.

• Overall responsibility for project planning, budgetary management and personnel.

Client: Keithley Instruments, OH

Duration: 9/02-8/03

Role: Program Manager; Oracle 11i CRM

• Program Manager for global implementation of Oracle 11i in multiple sites in the United States, Europe and Asia/Pacific Basin.

• Responsible for establishing PMO including Objectives, Charter, Communication, Project Criteria, Templates, etc

• Directed the implementation activities for multiple project locations.

• Direct responsibility for solution, project planning, budgetary management and integration between projects.

• Established implementation methodology within the entire organization to control the project.

• Weekly reporting to the CIO, along with monthly presentations to the Keithly Steering Committee.

Client: Keithley Instruments, OH

Duration: 9/02-6/03

Role: Program Manager; Oracle 11i EBS

• Program Manager for Oracle 11i in multiple sites in the United States, Europe and Asia/Pacific Basin.

• Direct the implementation activities for solution uniformity between ERP and CRM projects.

• Direct the ERP project level implementation activities for solution design, testing, IT coordination and deliverable acceptance to insure uniformity between the core ERP project and the CRM project.

• Overall responsibility for project planning, budgetary management and personnel.

• Weekly reporting to the CIO, along with monthly presentations to the Keithly Steering Committee.

Client: Perkin-Elmer, MA

Duration: 12/01-8/02

Role: Program Manager; Oracle 11i

• Program Manager for two merging corporations implementing Oracle 11i in multiple sites in the United States, Canada and Japan.

• Directed the program level implementation activities for solution uniformity between the two merging companies, one focusing on manufacturing and the other on supply chain and financials.

• Responsible for delivering consistent, timely, clear communication and direction across all business channels in acquired companies.

• Overall responsibility for project planning, budgetary management and interface with offshore locations.

SBI, Inc.

Duration: 4/00-7/01

Vice-President

Client: Tekelec, Inc., NC and CA

Duration: 9/00-6/01

Role: Project Manager; Oracle 11i

• Project Manager for implementation of Oracle discrete manufacturing.

• Led the planning, design, training and implementation activities for the company’s primary order placement, product development, manufacturing and service locations.

Client: Huntsman Corporation, UT

Duration: 4/00-9/00

Role: Project Manager; Customized Legacy Applications

• Management responsibilities in Project Management Office for privately held Packaging Corporation.

• Focus on change control, organization change management and configuration management.

• Established project control procedures to support project management group.

7/96-4/00 Oracle Corporation

Duration: 7/96-4/00

Practice Director

Client: Unisys Corporation, PA

Duration: 5/98-4/00

Role: Program Management Office Manager; Oracle 11i

• Program Management Office Manager at major software and hardware developer, leading a seven person staff over all governance and standards, budget and administration and methodology activities for a $40+MM implementation with up to seventy consultants over multiple sites.

Client: GE Medical, VA

Duration: 3/98-5/98

Role: Project Manager, Oracle

• Project Manager, Custom Development Project for division of Fortune 100 company. Led team of functional and technical Oracle consultants to develop an integrated solution for global procurement and sales order placement.

Client: Pratt & Whitney Aircraft Engines, CT

Duration: 11/96-3/98

Role: Supply Chain Project Manager, Oracle

• Supply Chain Project Manager for industry leader in aircraft engines. Managed Supply Chain team of functional and technical Oracle consultants in conversion of numerous legacy mainframe systems to a base Oracle system.

• Utilized Program Management and AIM methodology to manage the project.

HTG Corporation, Fort Worth, TX

Duration: 11/95 - 07/96

Principal

Client: Litton Industries, CA

Duration: 11/95-07/96

Role: Supply Chain Lead; WDS and Oracle

• Supply Chain lead for major aerospace and defense contractor in system conversion to Western Data Systems’ Compass Contract with Oracle financials.

• Led enterprise process reengineering, process proofing/system pilot, managing system conversion and implementation education and re-training in procurement, inventory management and MRP applications.

1989 - 1995, Tomkins Industries

Materials Manager

• Directed production planning, inventory control and purchasing activities for division of multi-national corporation.

• Reduced physical inventory by implementing a modified JIT program, disposing of obsolete material and initiating vendor programs of consignment inventory and reduced lead-times.

• Restructured purchasing and inventory control personnel to buyer/planner format increasing order accuracy and timeliness of purchase order placement.

• Served as plant implementation manager of Arthur Anderson MacPac software program for MRP, inventory control, purchasing and order processing on AS 400 hardware. Responsible for system selection, modification input and training of plant personnel.

1984 - 1989, Sunglas Products (Ford Motor Company)

Materials Manager

• Served as a “Team Leader” in the start-up operation of a new architectural glass fabrication facility. Also responsible for development of procedural manuals, specifically order processing, inventory management and production control operations.

• Directed the activities in the design and implementation of order processing, scheduling, purchasing and packaging portions of a customized software package for IBM-38 hardware.

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