IT Manager / Project Manager

CHARLES R. DONNELL, MBA, PMP

*** ***** ***** ****** | Columbia, South Carolina USA 29016 | 803-***-****| ********@***.***

PROFESSIONAL PROFILE:

Experienced, innovative, and results driven business and Information Technology professional with a successful track record of IT project management and leadership. Proven accomplishments in delivering IT projects within schedule, budget, and scope. Excellent oral/written communications, interpersonal, organizational, planning, conflict resolution, leadership, and project management qualifications.

EDUCATION:

* MBA Business Administration and Managerial Accounting. Mississippi College Clinton, MS - May 1984

* BS Computer Science and Statistics. University Of Southern Mississippi Hattiesburg, MS - May 1975,

* Training and Education in ISO 9000/9001, Six Sigma, Total Quality, Lean Information Systems, PMBOK Project Management, SDLC Software Development Methodology, Capability Maturity Model, ITIL Concepts, and Project Accounting. Federal Mogul, Westinghouse, and Cooper Industries - September 1976 - May 2008

CERTIFICATES and ASSOCIATIONS:

* PMP certificate from the Project Management Institute

* Member Of the National Project Management Institute (PMI).

* Member South Carolina Midlands PMI Chapter.

* FAA Licensed General Aviation Pilot.

CORE COMPETENCIES:

* PMBOK based project management and planning.

* IT project team development and leadership.

* SDLC software development.

* Cost/benefit, systems requirements, and risk analysis.

* Charter and scope document creation.

* Budget development and administration.

* Design, functional, and performance specifications creation.

* Mainframe (MVS) and mid-range (AS/400) platforms.

* Systems implementation, user, and technical documentation.

* Microsoft server, and workstation platforms.

* Systems information assurance, security, quality, internal/external audits, and testing.

* IMS, DB2, IDMS, and MS-Access databases .

* Change management.

* Cobol, PL1, Fortran, CICS, TSO, SAS, JCL, and EZ-Treive programming.

* Government and internal regulatory systems compliance.

* MS Office, Project, Visio, SMS and SharePoint.

* Contract negotiations and management.

* Customer Service desk management.

* Customer Service Level Agreement (SLA) definition.

* IT Applications service delivery and support.

* Project reporting, issue escalation, and conflict resolution.

* IT Infrastructure service delivery and support.

PROFESSIONAL EXPERIENCE:

Federal Mogul Automotive Corporation, Southfield, MI (September, 1976 - May, 2008). Various, Business Units, Divisions, and Facilities.

IT Project Manager, Vehicle Safety and Performance Business Unit (2005-2008) - IT project manager with accountability for all activities associated with assigned projects throughout the systems development life cycle (SDLC). Project manager responsibilities included project plan development, team development, meetings facilitator, risk management, communications, change control, conflict resolution, testing, and quality control. Project management assignments in applications development and infrastructure. Project teams ranged from 4 to 10 people in size. Financial size of projects ranged from $500,000 to $1,500,00. Global matrix IT organization with a project focused environment. Two to three projects running at any given time.

* Project Leader for the implementation of enterprise identity management application

* Project Leader for the implementation of manufacturing execution systems, shop floor data collection, and RFID applications.

* Project Leader for the implementation of Microsoft Active Directory, SMS, and SharePoint.

* Project Leader for the implementation of document management Multi Function Printing applications and devices.

* Project Leader for the consolidation and relocation of remote computing centers.

* Project team member and business analyst on the global enterprise SAP/R3 implementation project.

* Project team member on Sarbanes-Oxley, internal, and external audit conformance project.

* Project team member on the project to standardize IT project planning, change control, reporting, and portfolio management.

* IT business unit team member on lean manufacturing and Six Sigma initiatives and projects.

* IT business unit leader on due diligence and integration of business acquisitions and divestitures.

* Development of customer service level agreements (SLA) for applications and infrastructure service delivery.

* Managed relationships between manufacturing units, project stakeholders, business leaders, customers, and IT organization.

* Identification and implementation of business process improvements.

* Successful resolution of all day-to-day project issues, challenges, and conflicts.

IT Manager/Director, Cooper Automotive North America Division (1996-2005) - IT leader reporting to the corporate IT staff. Responsible and accountable for the divisions IT organization. Accountable for all IT activities and services including project/program management, applications development, technical services, operations, and customer support center. In addition to overall IT

management served as project leader for mission critical enterprise projects. Total IT organization consisted of 95 individuals with an annual operating budget of $8,000,000 dollars.

* Project manager for the consolidation of three IT organizations including people, applications, and data centers.

* Project manager for the implementation of standardized CRM application and associated sales/product data warehouses.

* Developed Information Technology strategies to aligned with and achieve the division's goals and objectives.

* Implementation of project management office (PMO) and standardized (PMBOK) project management.

* Developed a culture of excellence and customer service within the IT organization.

* Leveraged IT resources to create a sustainable competitive business advantage.

* Leader for vendor negotiations, contracts, application selection, and in-house application development.

* Development of division Information Technology governance, policies, procedures, and practices.

* Implemented effective software improvement and integrated change control processes.

* Standardization of IT infrastructures, business applications, engineering applications, and remote site computing facilities.

* Implemented centralized customer service center with supporting procedures, service level agreements, and processes.

IT Manager/Director, Wagner Brake and Lighting Division (1990-1996) - IT manager responsible for all IT activities and services of the division. Responsibilities included ensuring compliance on all corporate IT policies, procedures, project management and business practices. Provided the day-to-day management of IT staff and resources through effective project and priority management. Total IT organization consisted of 64 individuals with an annual operating budget of $4,000,000 dollars.

* Overall division IT management and administration reporting to corporate IT organization.

* Provided functional guidance to the executive leadership team on deliverables for existing and proposed systems.

* Project manager for EDI, sales data warehouse, payroll, benefits, retiree, and order processing implementations.

* IT team leader for division ISO 9000 and 9001 certification.

* IT leader for the rationalization and standardization of IT applications, infrastructures resources, and staff.

* Facilitation of Division IT Steering Committee and consistent IT project management and reporting.

* IT leader for the standardization of database management systems, manufacturing ERP, business, and engineering applications.

* Significantly improved the availability and reliability of IT infrastructure, systems, and applications.

IT Manager/project manager, Crouse Hinds Lighting Division (1985-1990) - IT manager/project manager reporting to the Director of IT. Direct management responsibility for the applications development and business systems analysts teams. Additional project manger responsibilities and assignments in IT operations and infrastructure.

* Project manager for the Conversion of all Honeywell mainframe applications to IBM mainframe applications.

* Project manager for the implementation of IMS DB/DC and conversion of all VSAM applications.

* Project manager for the standardization of backups, business continuity, and disaster recovery. Central and remote sites.

* Project manager the implementation of financial, ERP/MRP II, engineering, CAD/CAM, EDI, and E-mail applications

* Project team member on the deigned, staffing, and construction of centralized computing center.

* IT team leader for the business effort to standardize, work in process, materials, and manufacturing processes.

IT Senior Systems/Business Analyst, Westinghouse Lighting Division (1981-1985) - Responsibilities included gathering, understanding, and documenting the business requirements for IT work requests, scope, design, functional, gap analysis documents, functional IT leaders, and project managers. Contributing team member on numerous IT projects responsible for design, development, estimating, prioritization, project reporting, and documentation of the end-to-end business workflows.

* Developed project deliverables for input to scope documents on modifications to existing and proposed applications.

* Developed design, functional, and performance specifications for new business applications.

* Project team member for converting and migrating batch systems and applications to on-line environment.

* Developed technical, operational, and end-user documentation for existing and new business applications.

* Conducted end-user training on existing and new business applications.

* Provided leadership and work guidance to less experienced IT personnel.

* Successfully completed all application programming, testing, application database tuning, and project assignments.

IT Senior Programmer Analyst, Westinghouse Lighting Division (1978-1981) - Member of the applications programming staff responsible for completing project programming assignments. Assisted project managers with programming estimates, alternative programming approaches, and project planning.

* Numerous project programming assignments in complex CRM, MRP, distribution, human resource, and financial applications.

* Trained and coach junior programming staff in Cobol, PL1, IMS, EZ-Treive, CICS and project task estimating.

* Assisted senior mangers with the design, modification, integration, implementation, and recoverability of business applications.

IT Programmer Analyst, Westinghouse Lighting Division (1976-1978) - Responsible for programming assignments in machine language, Cobol, PL1, EZ-Treive, IMS, CICS and Fortran for computer programs, applications, and systems utilities.

* Programmed machine language/assembler interface programs to engineering measurement and testing devices.

* Programmed numerous enhancements for IMS DB/DC payroll, MRP-II, general ledger, and accounts receivable applications.

* Successfully completed all Cobol, PL1, EZ-Treive, IMS, CICS and Fortran application programming assignments.

REFERENCES:

Professional and personal references available upon request.

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