Project Manager Management
Resume:
Kimberley King
***.****@****.**
Key Skills:
Project Management 7+ years Business Analysis 12+ years
Operations 12+ years Facilitate Meetings 10+ years
Technical support 12+ years Documentation 12+ years
Call Centre/Service Centre 12+ years Interfacing skills/Stakeholders/Sponsors 10+ years
Professional Experience Summary
Kim has worked in the delivery and management of IT Services over the past 20+ years, in varying capacities, starting as a corporate and college instructor, and working towards providing IT consulting for Fortune 500 companies globally. Having worked on many diverse projects she has attained a wide array of business and IT knowledge and experience, which is brought forth with confidence and professionalism.
End User Education: 20+ years
Prior to joining IBM, she was a contract instructor / teacher in a number of educational and business organizations. Kim has taught University Entrance Preparation programs as well as COTS and customized application training.
Over 20 years consulting and management experience in Canada and the US:
• Highly developed analytical, organizational and problem-solving skills;
• Ability to work productively with both business and technology professionals;
• Superior oral and written communication skills;
• Requirements gathering and documentation;
• Business process design, optimization and re-engineering;
• Business analysis in support of major automation projects;
• Specification development, testing and implementation of customized and COTS software, planning and delivery of user training;
• Change Management strategy and implementation;
• Diverse functional areas, including customer service, sales, finance, distribution;
• Project management within stringent quality and timeline controls;
• Data gathering and standardizing financial and business operating data from disparate computerized systems, client files, financial and other standard reports;
• Analysis and interpretation of data for management decision support purposes (to evaluate programs, explain variances, identify trends, highlight anomalies / trends, develop Gap reports / recommendations);
• Development of recommendations and action plans based on analysis results;
• Development of overall process documentation, business procedures, user guides, and other training and reference materials;
• Presentations and written reports to client and sponsor audiences.
UBC IT (Contract: Oct 2011 – Present)
Business Analyst for ITIL
Contractor
• Responsible for the creation of the Desktop Management documentation for Incident and Request Management under the UBC IT ITIL project;
• Identification of gaps and coordination of an action plan with the Desktop Manager and Team Lead;
• Provide leadership support to the SMEs for Desktop to create and deliver training to Desktop resources;
• Mapping of current and future state workflows for specific services (VDI, EAD) and recommend improvements;
• Improvement recommendation on how to align services with ITIL to the UBC IT Steering Committee.
Microsoft Canada (Contract: Aug 2010 – October 2011)
Project Manager (O365 & BPOS)
Contractor
• Management of the “Get to Green” Action Plan. This initiative was created by Microsoft corporate in order to improve overall customer satisfaction with the delivered services;
• Liaison as the Microsoft focal point for the vendor providing Tier 1 & Tier 2 support services. Identification and management of issues and resolutions, escalations as appropriate;
• Provide leadership support to the Team Leads and Service Delivery Manager, acting as an escalation point as appropriate;
• Analysis of current Activations Operations process and roles to determine outsourcing requirements;
• Analysis of BI data for reporting to Microsoft executive team;
• Review of current processes to align with corporate initiative to implement ITIL Service Desk, Incident Management and Communications Management.
• Project Manager for Speech Analytics (Call Miner). Define LOB business requirements, develop project plan, stakeholder buy-in, determine training requirements, implement and delivery hand off to steady state.
• Case Wellness Project Manager – Working with two project leads, assist in deploying the Case Wellness framework for MS Online Services. Develop a quality methodology to be deployed globally which will ensure that Microsoft customer cases for support are being reviewed and escalated in a timely manner, to ensure the highest level of customer satisfaction.
• Case Ownership Model Project Manager – To deploy and implement a Case Ownership model for support of Microsoft cloud services. Case Ownership minimizes the number of times a case is transferred, resulting in better service to the customer. A Help Desk Agent will assume ownership of the case, resulting in a more consistent approach to issue resolution.
IMRIS Business Analyst – May 2009 – Present
• Analysis of the business requirements from the functional teams and provide the interface to IT to develop solutions, procure software tools;
• Development and rollout of the corporate wide Master Computer Validation Plan, including creation of corporate wide templates for the Validation Project Plan (VPP), Installation Qualification (IQ), Operational Qualification (OQ) and Performance Qualification (PQ) as defined and outlined by FDA regulatory requirements;
• Successful COTS implementation and crossover of the ERP system, developed end user process workflows and documentation, managed User Acceptance Testing, passed both the Operational Qualification requirement and the subsequent audit before Go-Live;
• Configuration / Setup and Administrator of the corporate wide Issue Tracking tool to be utilized as an ITIL Service Management tool for Incident / Problem & Change Management;
• Configuration of the Issue Tracking tool for functional team end user requirements (Customer Support / MRI Image Management);
• Implemented digital signatures for the Purchasing Department in conjunction with the ERP requirements and CFR 24, Part 11 FDA regulatory requirements;
• Provide ERP support for all business functional teams within the manufacturing environment (Manufacturing / Finance / Customer Support & Engineering / Purchasing / Shipping / Receiving / Product Structure Maintenance)
• Developed and implementation of end user requirements for digital signature capabilities within the organization;
IBM Career Span: 1998 – 2009
IBM Technical Solution Architect: End User Managed Services
• Analysis of RFP’s for End User Services, Managed Services submissions to IBM for feasibility assessment. (Service Desk, Incident Management, Change Management, Asset Management, IMAC / Deskside, ID Administration, Image Management);
• Analyze and determine the client requirements for managed IBM hosting solutions, advise on whether to proceed with RFP submission to Executive Management;
• Work with the Sales and Marketing teams to design a solution based on client and RFP requirements;
• Work with the Sales and Marketing team to create an RFP response;Lead the team to develop the solution for the client for End User Services.
• Coordinate activities amongst 2nd and 3rd level teams in response to RFP requirements;
• Determine FTE useage for delivery of services under the ITIL and/or IBM Best Practices methodologies;
• Calculate costs for end to end managed services in response to new or project related business. These costs were subsequently submitted for pricing in response to an RFP or new project;
• Provide End User Services architectural support for Sales;
IBM Delivery Project Executive (DPE)
• Led the IBM team to complete a successful SAS70 audit within the first two months of service delivery. Received a BRAVO award.
• Implementation of a Citrix environment for a banking client in (6) weeks.
• Overall responsibility for the delivery and management of steady state outsourced services, including: Help Desk / Incident Management / Change Management / Problem Management / Configuration Management and 2nd level ITIL managed processes;
• Responsible for the day to day operations for managed services;
• Point of Escalation for high impact issues;
• Responsibility to provide senior level IBM and client executives Monthly Operational status updates;
• Provide Monthly Operational Reporting to client executives;
• Responsible for the profitability service level attainments and objectives. Led and directed a team of IT professionals to deliver on SLA’s and contractual services;
• Determine client project requirements and work with Project Management Office to implement;
IBM Senior IT Specialist (Project Related)
SUMMARY OF CONSULTING CLIENTS (in order of Consultation dates)
Investor’s Group Winnipeg, MB
Ministry of Children and Families Vancouver, BC
Greater Vancouver Regional District Vancouver, BC
Duke Energy Vancouver, BC
Sun Life Assurance Company Toronto, ON
Manulife Kitchener, ON
Canadian Pacific Railway Calgary, AB
MDS Toronto, ON
DOW Chemical Midland, Illinois
ALCS / Philip Morris New York City, NY
Wellpoint Richmond, VI
The GAP San Francisco, CA
Cendant New York City, NY
Trillium Health Care Toronto, ON
Pfizer New York City, NY
Canadian Wheat Board Winnipeg, MB
Butterfield Bank Bermuda
First Caribbean Bank Bahamas
Highlights:
DOW Chemical:
I became involved in this project when the client expressed concern that IBM did not understand their requirements. I flew to the client site in Midland, Illinois to determine the cause of their concern. By the second day I determined that there was a serious gap in the IBM solution relating to the actual start date between when IBM would begin to offer support and the current outsourcer. There was essentially a one month time period in which the current outsourcer would no longer be providing coverage and when IBM would be starting coverage. It was a revelation for the IBM support teams. Working with the client and IBM teams along with a Project Manager, within one week we:
• Created a Solution Gap Analysis and presented to both the client and IBM Executive Management for executive sponsorship in our plan to bridge this gap;
• Implemented a successful interim global Help Desk and 2nd level support structure (Canada / US / Argentina and Brazil) in less than six weeks;
• Designed and created an interim solution within the Issue Tracking Tool to log and create Incidents / Problems and Change Management;
• Hired an additional (12) resources to work alongside the existing team members to expedite service delivery commitments;
• Developed and documented interim processes for delivery of services across functional teams;
IBM was ready to support the client within (3) weeks of identification of this gap. We were ready and began to deliver interim support services one month ahead of schedule.
ALCS (Kraft Foods) & Philip Morris:
I became involved in this project initially when the IBM Executive Team needed to present to the client a Service Readiness Plan. I was called in as a Consultant to provide expertise on service delivery for an initial two day period. I was subsequently added to the team as it was determined that there were gaps in the IBM solution to provide the contracted services. The client was uncomfortable with our proposal and did not want to go live on the proposed date. There was also an issue specifically with the Configuration Management process solution and database. I spent an extended period at the client site in New York City and worked with both the client and IBM teams to bridge this gap. I conducted gap analysis and user requirements sessions, worked with the 2nd level teams to analyze the trends and problems in service delivery and created an Action Plan for a Process Architect to deliver on a process manual for the services.
• Designed and implemented ITIL process and documentation within their IT environment, wrote the Process Interface Manual, designed operational and management level reports, managed the 2nd level deliver teams;
• Coordinated activities between the client and IBM to enhance service delivery;
• Analyzed the current reporting structure to determine there were gaps in the tool and the process which would jeopardize IBM’s response to service level attainment, thus resulting in financial penalties. I brought in a consultant who would be able to work on the account long term to help both the client and IBM develop the report requirements;
IBM went live on the proposed date, thus no financial penalties ensued.
Pfizer:
Designed a standard operating procedure manual based on their specific business model for the rollout of 6,000 laptops to their Sales staff. Utilized the ITIL methodologies in conjunction with depot style delivery practices. This was a challenging project as I redesigned the IBM standard template for a process manual to fit within the Pfizer business model. I worked with teams which were dispersed throughout the US and Argentina to compile an 800+ page Operations Manual. There were steep penalties associated with missed milestones, and we were able to deliver against all dates.
The GAP:
Designed interim services prior to IBM service readiness. Prepared a gap analysis and subsequent action plan to determine operational readiness. Prepared a Risk & Mitigation Plan for executive sign off. Upon Go-Live, there were no major issues.
Cendant:
Re-designed the Change Management and Requests for Proposals process. Prepared an Implementation and Project Charter. Some of the challenges posed on this project were that Cendant was going through a major restructuring program and the business was being divided into separate entities. There were major cross team functional requirements which needed to be addressed. I received another BRAVO award for the successful completion of this project.
Other Career Highlights:
• IBM Help Desk Project Lead:
• IBM Customer Support Analyst
• IBM Project Management
• Corporate & College Instructor (15 years): PBSC / University of Winnipeg / Red River Community College / YellowQuill College / Edmonton School Division / Grant MacEwan Community College
Education & Training:
4th Year Bachelor of Arts, University of Manitoba, Major: Sociology
Project Management ITIL v 3 Methodology & Certification
Service Desk Management Adult Learning Principles
Business Administration: (Accounting & Marketing) Risk Management
Business Process Methodologies LOVEM (Process Engineering)
SAGE & Scoper (IBM Costing) Business Proposal Writing
Software Validation Creative Writing Business Process Methodology
Contact this candidate