Process Fcilitator /Process Map developer/Project Manager

ROBERT S. TAMASY, **********@*****.***, 843-***-****

http://www.linkedin.com/in/roberttamasy

PROJECT MANAGER/PROCESS FACILITATOR

Accomplished, savvy, performance driven, professional consultant with 12 years of director level management and 15 plus years of providing project management ,business analysis,and process facilitation consulting services. Typically assigned to projects which are critical in nature or are faltering and need to be “put back on track”. These assignments reflect strong project management skills, especially ability to meet project target dates and budget goals. Recognized as possessing extremely strong people skills.

Ability to quickly assess a business unit's processing objectives, determine its current processing weaknesses, and make solid process reengineering recommendations is well documented. Cost benefits resulting from recommendations have been significant including several clients who realized multi-million dollar annual savings due to process improvements including annual savings of over $7,000,000 for major aerospace corporation.

SUMMARY OF CONSULTING EXPERIENCE

(additional clients provided upon request)

HR TECH TEAM

October 2007 to Present

Act as “sounding board” with regards to process facilitation, reengineering, and project management engagements. Provide sales skills and expertise in marketing of company’s HR technical and process analysis services to prospective clients.

MONTGOMERY COUNTY (OHIO)

August, 2008 to February, 2009

Conducted an assessment of centralized and organization wide Human Resource functions. Identify actionable strategies which will enable the Human Resource Department to best deploy its resources in a manner which best supports the organizations needs and expectations. Included in the assessment were: organizational alignment, process improvement (redesign of existing processes), HR Department restructuring, and technology utilization. Developed “transition plan” to move from current HR organization structure, present processes, existing roles and responsibilities, and current HRIS system to proposed HR structure utilizing centralized service center concepts.

UNIVERSITY OF MASS.

March 2008 to August, 2008

Review human resource processes at six university campuses in order to identify business process improvements. Facilitate user process map development meetings. Document all “As Is “processes at all campuses. Develop standardized “To Be” process to be utilized at all campuses. Proposed restructured organization to utilize employee and management self service. Coordinate findings and recommendations with HRIT Design Group to assure process changes are integrated successfully with PeopleSoft 7.5 to 9.0 upgrade.

ISO-NEW ENGLAND

January 2008 to June 2008

Review all HR and payroll processes, facilitate process map (“As Is and To Be”) development sessions, identify problems, and develop process improvements designed to increase efficiencies in each functional area.

ROPES & GRAY

July 2007 to Dec.2007

Provide process facilitation expertise and process map development services to the Partner Compensation Department. Reviewed current processes, “To Be” processes, and technical specifications to assure user requirements being met and proper processes will be utilized. Partner Compensation system will be a separate custom module within core HR PeopleSoft System.

STATE OF ILLINOIS, CENTRAL MANAGEMENT SERVICES

Nov.2004 to January 2005

Facilitate meetings with the staff of the Bureau of Personnel with the objective of documenting existing processes as well as developing “To Be” or Vision processes. Develop recommendations for process improvements.

SIEMENS SHARED SERVICES

July 2003 to October 2003

As a result of Sarbanes-Oxley legislation, client requested a review of PeopleSoft payroll processes in order to: 1) Develop process documentation, and 2) To identify internal control points required to assure the payrolls generated were being processed in a controlled environment and SOX compliant.

BOSTON SCIENTIFIC CORPORATION

Oct. 1997 to May 1, 2003

Various project management and process reengineering/change management assignments. Highlights:

Provide project management assistance in reengineering unemployment insurance and employment verification processing. Modifications made to PeopleSoft HR system. Developed testing procedures to assure program functionality. Annual savings of $280,000.00 was realized.

Provided project management for development and implementation of Tuition Reimbursement system. Reduced staff processing time by 30%.

Provided project management for system security upgrade, as well as overall assistance in upgrade to PeopleSoft 8.17 .

Assigned Corporate Point Person responsible for conversion, of HR and payroll employee information from all BSC acquisitions (11) data sources to BSC’s HR PeopleSoft system. Conversion included process evaluation, assurances of data integrity, and developing test plans.

Created processes (123) for the development of a Corporate Human Resource Service Center designed to maximize efficiency and accuracy in the processing of employee benefits and human resource information.

Reduced staffing by 40% resulting in salary savings of $350,000.

Managed the implementation and standardization of Kronos time and attendance system for all business units which included implementation of change management procedures. Reduced staffing by 50%.

Managed the standardization of payroll processes at all business locations as prlude for developing centralized payroll service center.

(Boston Scientific continued)

Developed long term payroll strategy.

PeopleSoft implementations, conversions, and upgrades. Development of testing scripts and plans for assuring functional requirements were met and program performance.

BARNETT BANK, INC.

April 1995 to June 1995

Assisted Corporate Human Resource management with the development of a reengineering strategy designed to support the implementation of the PeopleSoft system and development of Service Center. Services included the prioritization of processes for reengineering the human resource and payroll processes and the development of the overall project plan.

Recommended procedural and policy improvements which identified annual savings of $1,180,810 in the staffing processes and $2,716,343 in the time and attendance processes.

ALLIED SIGNAL, INC. (Honeywell)

Oct. 1994 to June 1999

Member of the HR Consolidation Team that successfully consolidated the employee populations for forty-two (42) sites to the PeopleSoft system. Responsible for migration of data and validity testing of converted data. Project was integral part of migration to centralize HR/Benefit Service Center.

Conducted a study of the time and attendance processes for all US and Canada business units. Recommended improvements which would result in annual savings in excess of $7,000,000.

Facilitated meetings designed to develop “As Is” and “Vision “processes for all pension and the active benefit processes. Responsible for the creation of 132 process flows.

Development and implementation of HR Service Centers including the development of over 120 processes.

Assisted in assuring the existing interfaces to internal systems, external systems, and ADP payroll would be incorporated in the implementation of PeopleSoft system.

EMPLOYMENT EXPERIENCE

In addition to my consulting experience, I have 12 years of payroll and HR consulting experience in managerial and director level positions which have proved to be an invaluable asset to my consulting engagements. Among my positions were:

• Director of HR Architects at Five Technologies where I was responsible for all client engagements, system customizations and quality testing.

• Director of Payroll/Budgeting/ Personnel Center at Rutgers University

• Manager of Payroll at the University of Medicine and Dentistry of New Jersey.

• Associate University Director of Undergraduate Admissions

EDUCATION

Rutgers-The State University of New Jersey, Bachelor of Science, Major-Management

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