Project Manager

Melodie Badger

**** ******* ** . **********, ** *3414 . 215-***-****(cell) .

*******.******@*****.***

Director / Program Management

Effective senior business partner with a solid track record of developing

and delivering appropriate solutions to support the company's and clients'

strategic and business goals. Expert problem solver with outstanding

ability in cultivating and managing relationships across all organizational

levels. Accomplished quality engineer skilled in leading full scale

process documentation and improvement projects crossing multiple

disciplines. Key strengths include:

? Service Delivery/Solutions Implementation ? Program/Project

Management

? Inter-departmental Communication ? Quality Process Improvement

? Strategic Planning ? Staff Management and Growth

? Measurements and Metrics ? Inter-organizational Team Building

Member, Project Management Institute (PMI), South Florida Chapter

Professional Experience

Campus Management Corp. (CMC) - Boca Raton, FL

2009 - 2012

Director, PMO

2011 - 2012

Based on organizational demand, built a project management office (PMO) to

develop and deliver industry best practices in project and program

management, and to assess that the PM's are following our best practices

. Establish the Best Practices Library for Project Management housing

the processes, templates, job-aids and samples used by project

managers within Professional Services to do their jobs. Ensure

documents are certified and kept up to date with the Project

Management Institute's Body of Knowledge (PMBOK) and what is needed by

the business.

. Build a process assessment team and metrics to assess whether Project

Managers are using their defined standards, share best practices and

provide for continuous process improvement to the Best Practices

Library.

. Partner with the Practice Management organization to design and

deliver a robust curriculum using multiple delivery methods in order

for all Project Managers to participate in training regardless of

client pressures.

. On-board new hires to allow them to be productive in the shortest

cycle time.

Business Unit Director, Professional Services

2009 - 2010

Develop and deliver appropriate solutions to support CMC's and Customers'

strategic and business goals in the not-for-profit industry

. Built a $7.5M business yearly to support the newly organized not-for-

profit business unit, with 80% utilization rates and better than

budget margins.

. Partner with Sales to build effective responses and implementation

approaches to RFP's including pricing that makes us the "top pick"

software solution for our Prospective Customers.

. Ensure resources supporting client projects are tooled for successful

client implementations in the not-for-profit space. Ensure resources

are used effectively to meet company's financial goals.

SunGard Higher Education (formerly SCT) - Malvern, PA

Project Director

2006 - 2009

Requested by the SVP of Professional Services to take this position and

drive a $10M full scale SAP finance ERP implementation to successful

completion to a 2800 member user community to support aggressive strategic

and business goals.

Melodie Badger Page

Two

. Credited with the on time, on budget implementation of the SAP

software bringing together the business processes of 4 disparate

business units to meet strategic and business goals.

. Working with the CFO, accountable for the communications strategy and

all programs regarding the project's progress and company's new

business processes to all levels of the organization, and to executive

management at Corporate.

. Spearheaded the design of the company's world class support center on

the intranet to allow a global and remote workforce to self diagnose

and resolve their own operational issues. No new hires were required

to support SAP after go-live.

General Manager, Global Operations Services Quality and Processes

1999 - 2006

Established and communicated the strategic direction for process maturity

of a remote Professional Services organization of more than 800 employees

world wide. Developed and delivered a standardized Common Services

Methodology (CSM) which resulted in the Professional Services

organization's ability to meet or exceed its revenue and margin goals, and

increase customer satisfaction.

. Introduced the company's first common services methodology. The

earliest of its kind in the industry, the CSM defined a maturity

framework for Professional Services organizations delivering software

development and services implementations melding industry best

practices from the Software Engineering Institute's CMMI-SW, eSCM and

the Project Management Institute's PMBOK.

. Led all planning and improvements to the CSM, and its publication of

more than 500 processes, templates and jobaids to the intranet in both

English and French. Launched a major initiative to improve the data

tags and keywords to this database in order to increase the efficiency

of its use.

. Launched the company's initial maturity assessment methodology and

successfully assessed the maturity baseline of 6 distinctly different

professional services organizations within the first year.

Project Manager, Professional Services, US & EMEA 1993

- 1998

Led large multi-million dollar implementation projects of the Banner

software suite in the U.S., England and The Netherlands to meet client

requirements and business goals. Introduced the delivery of the product's

first non-English language version of the software. Established effective

project teams using a combination of SunGard and client resources to reach

client objectives.

. Drove the definition of the client's requirements, and their critical

success criteria through an accurate decomposition of their

requirements into project components.

. Ensured the scope of the project was met by translating the

requirements into a feasible project plan that met project goals and

resource requirements.

. Introduced effective project tracking mechanisms designed to manage

the disbursed staff performing the work, monitoring their work,

tracking the project, and issue management.

Other

1982 - 1993

Responsible for the design, development, training, and implementation of

large custom modification efforts using SCT's legacy products.

Education / Professional Development

M.Ed., Instructional Systems

Pennsylvania State University

B.S. Secondary Education, Mathematics

Bloomsburg University of Pennsylvania

Training:

Scheduling and Cost Control - ESI International; Introduction to Capability

Maturity Model Integration (CMMI) - Carnegie Mellon Software Engineering

Institute (SEI); Various Manager's Skills Training - SunGard Higher

Education and Campus Management; Various Soft Skills Training - SunGard

Higher Education

Papers / Presentations

Transforming CMMI (adding, subtracting, changing) for a Business Model

Founded on IPT for both Client and Internal Operations, presented at the

19th Annual SEI Software Engineering Process Group (SEPG) 2007 in Austin,

Texas

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