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Consultant (SAP Instructional Design)

United States
September 12, 2008

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Kathleen S. Peppers

Sr. Consultant/Project Lead


Mobile: +1-206-***-****

Summary of Experience and Qualifications

With over fifteen years of industry experience, Kathleen’s primary focus has been in the area of Human Resource learning & development and project management. Her experience includes all aspects of instructional systems design focusing on hybrid solutions and supporting infrastructures. Kathleen’s most recent experience has been preparing and deploying strategies for SAP knowledge transfer, process improvement, and infrastructure studies for Sales & Marketing Readiness . In addition to her focus in Supply Chain & SAP, Kathleen’s focus has varied among several industries to include Nuclear, Aerospace, Energy and Software Technology.

Recent Experience

Consulting – Human Capital; Service Line – SAP Training Project Lead (02/08 – 07/08)

Role: Responsible for assisting in strategic planning and deploying SAP learning plans and solutions among all affected audiences at Weyerhaeuser. Responsibilities include aligning business needs with optimum learning solutions for Material Management and Plan To Procure. Also created a design strategy for accessing and deploying SAP reports, as well as Business Intelligence reports for the Finance community. Designs of on-line solutions helped Finance exceed quarterly goals educating field representatives.

Additional input provided to the client (Strategic Education) to posture them for a new infrastructure design using alternate resource planning and deployment strategies. Strategy includes identifying deliverables, skills required to achieve deliverables, maps of key processes, and roles & responsibilities needed to fulfill the specific roles involved in the newly designed infrastructure.

Technical Environment: SAP ECC6

Consulting – Human Capital; Service Line – Project Lead; Microsoft (MS) SMSGR (10/07 – 02/08)

Role: Conducted an in-depth study of all “random acts of readiness” that may be performed across all MS communities in order to help prepare a state of readiness for Sales & Marketing training. Results indicated more than 27 unique operational efforts that collectively create and financially support readiness efforts. Goals included the discovery of assets that could be leveraged by the SMSGR organization to better prepare the readiness community.

Key factors included: interviewing and observing planned-for and unplanned activities and technologies that were being deployed to support readiness.

Previous Experience (Deloitte)

Consulting – Human Capital; Service Line – Instructional Design; SharePoint; 3 months. (07/07 – 10/07)

Role: Responsible for designing, developing and delivering end user training for specific SharePoint access levels that coincide with process workflows, and launched via the Vista user interface. Tasks include writing training scripts to parallel navigational paths demonstrating customized functionality, along with recording navigation and simulations to be used for all training delivery to include: classroom, on-line learning and virtual sessions. Target population to be near 120,000 end users among multiple cultures and geographical locations.

Additional input provided to the client to posture them for future design and deployment of computer-based training, using state-of-the-art tools and applications to be used in conjunction with their learning management system.

Technical Environment: Captivate 2.0, SharePoint

Consulting – Human Capital; Service Line – Project Manager; Learning and Development; 2 months. (04/07 – 07/07)

Role: Assembled team of business owners and functional managers to participate in identifying milestones necessary to support the learning & development initiatives surrounding “Separation” and “Transition” activities within a private acquisition. Tasks included identifying and managing predecessors and successors relative to specific milestones, monitoring schedule variance, and ensuring high risk items were addressed in a timely fashion.

Key factors included: interviewing and observing subject matter experts to identify As-Is policies and procedures, and identifying deliverables requiring new development vs. those adaptable to the new environment. Also provided customer with reports reflecting studies of infrastructure designs, roles and responsibilities, and an analysis of solutions, along with the learning management system (LMS) available in the existing community. Recommendations were provided, along with a timeline, to support transitioning the existing community into a “desired” state.

Technical Environment: .mpp, Captivate, Aspen 2.0

Previous Experience (FTE)

Telecommunications – Business Operations; Service Line – Process Improvement; Sr. Manager; 14 months. Key Process Mapping, Performance Indicators and Training Needs Analysis (2006 – 2007)

Role: Designed, created, and implemented an enterprise-wide strategy for addressing 75% of Business Operations’ Key Processes. This strategy included a roadmap for addressing “As-Is” processes to be postured for process improvement. Tasks included production, schedule, and implementation planning for multi-functional support team, and a fully developed platform for identifying and deploying training hybrid solutions.

Key factors included: creating a strategic plan that was approved by executive leadership, identifying specific roles and skills necessary to support the strategy, establishing achievable timelines with specific deliverables to support the strategy to include fully mapped process documentation reflecting input, activities and output per role involved in the process, key performance indicators and all existing measurement tools, and a list of gaps existing for each activity-level element. Deliverables also included on-line access to narratives offering detailed information describing process activities to include systems and applications used throughout each process. An on-going dashboard reflecting project status was also available and displayed on-line providing customers with an “at-a-glance” view of project status, as well as, a forecast of labor necessary to support quarterly events.

Assembled team of analysts, business process engineers, industrial engineers, and subject matter experts needed to support the initiative. Continued to formally coach and mentor less seasoned experts in facilitation, documentation and delivery of Process Documentation. Established a baseline for teambuilding and celebration necessary for meeting accelerated plans and schedules.

Efforts resulted in exceeding expectations by number of processes, as well as, incorporating process improvement efforts when achievable. For example, National Returns Processes were improved in order to mitigate and/or eliminate fee disputes with customers. This involved streamlining the processing line to work returns within specified time constraints. Also, 16 unique e-learning solutions were deployed to address high-visibility efforts focusing on Returns Processes as part of Supply Chain Optimization. This included realigning personnel according to newly identified skills and knowledge elements necessary for performing specific transactions in the applications displayed on the process documentation. Efforts reflected in customer satisfaction surveys consistently ranked 85% or higher and were directly associated with the overall metrics for managing inventory.

Technical Environment: PkMS, SAP, Captivate

Telecommunications - Human Capital; Service Line – SAP Learning & Development; Manager; 2 years. SAP; R/3 implementation; Indirect Dealer On-line Ordering System, and Biller Direct. (2003 – 2006)

Role: Managed all aspects of enterprise-wide deployment of SAP learning & development (L&D) strategies and solutions. Created and communicated strategies with senior executives as a member of the Governance Council to provide options suitable for and that coincided with company objectives.

Key factors included: conducting a cost-benefit analysis for resources needed to support a Center of Excellence (COE) in Learning & Development, collaborating with senior executives to identify and select priority initiatives with the COE, and ensuring a consistent and parallel planning effort to coincide with SAP Projects and Enhancements.

Solutions varied from standard classroom delivery to e-learning, and were deployed nation-wide. Assisted functional teams with the display and configuration control of all process documentation to reflect business processes, as well as, all SAP-related activities and transactions. Used and trained all user groups on Recite for creating Business Process Procedures, and worked directly with subject matter experts for recording transactions/simulations, and using those recordings as the primary component of end user training and upgrade.

SAP modules included Internet Sales Applications (ISA), SD for Sales Orders and Customer Master, limited FI to include A/R and vendor master, material master and Biller Direct.

Results included award-winning program for the Indirect Dealer On-line Ordering System with 98% customer satisfaction. Evaluation efforts also included data reflecting use of new on-line system, percentage of users, and time saved as a result of process improvement. Efforts included all business rules and compliance with Sarbanes Oxley. Key speaker with ASUG regarding Centers of Excellence offering a “sporty” attitude for ASAP implementation.

Technical Environment: SAP, Recite, Captivate

Military – Human Capital; Service Line – WA ANG; Instructional Design Lead; 12 months. Distance Learning Infrastructure; Concept and Pilot (2001 – 2003)

Role: Planned, managed and implemented Instructional Systems Design (ISD) principles supporting the Washington National Guard Advanced Distributed Learning Program. Efforts include front end analysis, establishing protocol for accessing Government Furnished Information, dispersing resources to address requirements and conducting variance studies to reflect Project requirements. Products created included fully mapped processes that geared production staff for successful deployment of rapid prototyping approach for Distance Learning that eventually matured and fostered successful use of the Aspen learning management system, and all supporting roles to include: e-mentors, LMS administrators and students.

E-learning solutions were successfully deployed and displayed in the WA ANG Pilot.

Key factors included: selecting courseware to be used during the pilot for participants among multiple regions within the US, identifying specific tiers of military operations to be included in the pilot, working with the LMS administrator to design and launch a bug database, trained and mentored e-mentors with specific roles and responsibilities needed to support a Distance Learning Infrastructure, and designing scenarios to be used during the Pilot to reflect actual readiness. Deliverables included scripts, guidelines, job aids and tip sheets for managing the infrastructure.

Efforts resulted in Company-financial awards for project lead, as well as, a successful Pilot exceeding all expectations and ahead of schedule. Team-oriented personality and leadership kept production in full speed.

Technical Environment: Aspen LMS

Other Industry – Nuclear and Non-Nuclear; Service Line – Training & Certification; Technical Instructor; 6 months. Eddy Current Certification Program (2001 – 2001)

Role: Responsible for designing and deploying technical training solutions to certify Eddy Current Technicians for the nuclear industry per SNT-TC-1A. Certification program included theory of electromagnetic induction, as well as, hands-on inspection of tubing that simulates generator configuration.

Key factors include: training needs analysis for specific target audiences, designing templates for web-based solutions and providing stand-up delivery of existing training programs focusing on both theory and application of Eddy Current Techniques. Primary customers ranging from Aerospace to Automobile industry.

Technical Environment: UNIX & PC

Aerospace – Human Capital; Service Line – Training & Development; Design Lead; 5 years. Enterprise applications learning and development (1996 – 2001)

Role: Responsible for projects supporting workplace interventions to include multimedia programs, make/buy activities and enterprise-wide curriculum for Industrial Skills, Management Training and other Human Resource Development. Responsibilities included project management leading the technical efforts for completing the Integrated Manufacturing Control Systems (IMACS) multimedia training curriculum (CD-launched), and maintaining productivity efforts to reach a 5-year plan coinciding with company-wide implementation.

Key factors included: using Designer’s Edge, designed a template for rapid prototyping CD-Rom launched solutions that embedded process documentation with highly interactive components, to include embedding a learning environment to simulate CompasCONTRACT (MRP II application) transactions. Media included video, sound, simulations and student activities. Also using DE, a test bank with over 400 objects authored to randomly populate for each user type. Design construction was prototyped and authored in Authorware.

Directly responsible for recovering a 3000-hour negative variance and bringing the project up-to-date meeting the production expectations of the customer. Efforts included re-scoping current project plans, defining milestones, creating risk plans and controlling cost & production variance. Final Program design was awarded Allen Communications’ “Best of Show” for 1998.

Technical Environment: CompassCONTRACT (MRP II)

Energy– Human Capital; Service Line – HR Compliance Training; Manager; 5 years. Department of Energy Standards Management Program (1991 – 1996)

Role: Coordinated efforts necessary for incorporating compliance requirements into specific command media that is used to express expectation of performance. Also managed and communicated all elements of an M&O Contractor Standards Based Management System among 51 functional areas to include providing senior executives with recommendations for cost savings and reliable implementation.

Tasks included project management for M&O Contractor involvement with the Negotiating Rulemaking Process. Interfaced with all potential federal agencies impacting multiple operations to include DOE, DOD, EPA, NRC, etc. Also managed the design, development and execution of the Necessary & Sufficient Closure Process Training Program in direct support of Secretary of Energy, Hazel R. O’Leary. Continued to deliver this award winning program to multiple M&O contractors and National Laboratories across the nation. Stand-up delivery remained an integral part of motivating end users.

Technical Environment: N/A

System Experience

Software / Products: Designer’s Edge, Captivate, Aspen (LMS), random government applications

Hardware / Operating Systems: Win 95/98/NT/2000/XP - project experience, Vista, Unix - project experience

General Tools: Microsoft Project - Project experience, Microsoft Access - project experience, Microsoft Office - project experience, Visio - project experience, Captivate 3.0 – project experience


Associate of Applied Sciences in Educational and Instructional Technology;

Instructional Technology; Community College of The Air Force

Bachelor of Science;

Education/English; University of Tennessee

Master of Science;

Communications/Public Relations; University of Tennessee


Washington State Teaching Certification (398182F)

Previously held; NDT; Eddy Current, Ultrasonics, Radiography, Magnetic Particle and Liquid Penetrant

References -

Carrie Miceli, Seattle +1-206-***-****, *******@********.***

Dr. Debra Stairs PhD; Oak Ridge National Laboratory Human Resources; 1+865-***-****

Jay Gorham; Manager T-Mobile; 425-***-****

Contact this candidate