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Sr. Project Manager / Program Manager Resume

PROFESSIONAL SUMMARY:

  • Project Manager with PMP (Project Management Professional), ACP (Agile Certified Practitioner), and CSM (Certified Scrum Master), s and MBA (Master of Business Administration).
  • Diverse project experience ranging across apps, infrastructure, and varying methodologies.
  • Full project lifecycle experience from Project Setup/Project Charter through execution and all aspects of testing including SIT, BIT, UAT, script development, and defect tracking.
  • Experience managing SaaS and Cloud solution projects. Some of these solutions were specifically mentioned in Confidential 's FY13Q1 earnings results. s include Project Management Institute (Project Management Professional and Agile Certified Practitioner), Scrum Alliance (Certified Scrum Master).
  • Well - versed in MS Project, SharePoint, Jira, Smartsheets, Rally, and other essential tools.

PROFESSIONAL EXPERIENCE:

Confidential

Sr. Project Manager / Program Manager

Responsibilities:

  • Project manager for One Sysco D Confidential .
  • Merchandising project to move from homegrown system to STIBO.
  • Migrated taxonomy d Confidential and manual slotting from legacy to STIBO
  • Led the team to completed testing including integration, performance, API’s, Functional, and UAT.
  • Managed the project in a hybrid manner. Agile/Scum for all development work, and waterfall for a project plan with dates and milestones.
  • Program Manager for Merchandising.
  • Managed financials and status reporting for the Merchandising portfolio.

Confidential

Sr. Project Manager - SAP

Responsibilities:

  • Upgraded SAP CRM Service pack from SP7 to SP25.
  • Implemented Note to move from Flash to HTML5.
  • Moved from IE11 to Edge 64bit.

Confidential

Sr. Project Manager - SAP

Responsibilities:

  • Project Manager for ECC Optimization project. The ECC Optimization project was a business-sponsored initiative to resolve Financial issues in the centralized financial reporting system. Existing workarounds called for significant manual intervention on behalf of financial personnel to correct information for journal entries, postings, and reporting. This process of using workarounds was not acceptable from a control point of view and prevented automation of financial reporting. A sample of enhancements include fields addition to GR55 reports, Company Code corrections, AR10 Corrections, Dummy order prevention, etc.
  • Project Manager for MDM to MDG integration project. This effort was a critical component of a solution to provide information from disparate systems and enable corporate-wide reporting and included establishing foundational system configuration, financial master d Confidential alignment / governance via MDM, and included replicated financial transactions into S4. Project plan was a wave approach and included IT testing, uploads to PRD, reconciliation/validation/ final comms and go-live.
  • Going from ECC to S/4 Hana (cloud) was the ultimate end project to act as a single source of truth and better supportability and performance.
  • Responsible for defining scope, managing financials, establishing project plan, establishing, and driving testing plan, and ensuring deliverables were met on time and within budget.
  • Project teams included US and UK.

Confidential - Houston, Texas

Sr. Project Manager - SAP Success Factors

Responsibilities:

  • Implemented Release 2 of SAP SuccessFactors 16-million-dollar program including Talent Management, Talent Card custom Success Factors application, Onboarding, and Learning Management System (LMS).
  • Project scope also included modules for VLS (Virtual Learning System / Webex, Mobility, Commerce, and JAM social networking functionality with the LMS).

Confidential

Sr. Project Manager - SAP Success Factors

Responsibilities:

  • Implemented Release 1 of SAP SuccessFactors 16-million-dollar program including Employee Central, recruiting (RCM), and Performance Management Goals Management (PMGM), and ECC to EC conversion. EC = SAP Success Factors Enterprise Controlling’ and is HR related.
  • Normalized and migrated employee d Confidential from the legacy SAP On-Premise system to SAP SuccessFactors and migrated/created identified integrations to upstream and downstream applications. The following activities/s were completed for both of the above releases:
  • Developed project plan (mixture of iterative and as well as traditional waterfall) and ensured project task completion as planned from planning all the way through delivery.
  • Worked with Accenture to complete playbacks at the end of each iteration.
  • Drove test script development and planning/execution of SIT (System Integration) testing, and UAT (User Acceptance) testing. Defect resolution was tracked using HPALM.
  • Weekly PMO reporting and face-to-face presentations to Lyondell leadership team on status of workstreams, risks, issues, and decisions needed.
  • Coordinated the Organizational Change team for user materials and translations needed (both system translations as well as translations) for 13 different languages.
  • Worked with Corporate Communications team for enterprise-wide notification of new functionality and benefits.

Confidential

Sr. Project Manager

Responsibilities:

  • Project Manager for Solimar transition to StreamServe / OpenText for enterprise print management.
  • Implemented Open Text for VIM (Vendor Invoice Management) across 79 Operating companies+ Bahamas, and decommissioned Solimar.
  • Established project charter and worked closely with business units (one example was the finance group and warehouses) to define/discover scope of all standard and custom documents that require printing, complete WBS for customization work, testing, and implementation.
  • Responsible for the WBS, all project finances, and status reporting to executives.
  • Saved 600k in Solimar licensing costs and added end user control over all printing (invoices, Sysco delivery trucks, etc). Any delays in printing at Sysco resulted in significant business impact.
  • Sysco's current enterprise print solution (Solimar) did not meet business demands, was unsupported by vendor, ran on an insecure and aged OS, was incapable of high-volume burst management, and required significant manual intervention. The new solution (StreamServe) provided Sysco a centralized, highly available print/email solution for all of Sysco and its operating companies. Success criteria included ease of use for end-user reprinting/queue management, simplified email management (via a user portal for job management, queue management, and end user email delivery management) and retirement of all local Solimar instances.
  • Project Manager for moving Confidential to a VMWare solution (AirWatch/Workspace) that will provide Sysco single-platform management across Windows 10, web, all mobile devices (including identity management and SSO), and a consistent view for users across all devices.
  • Established project charter and project development plan.
  • Established WBS and planned activities with security, identity management, and platform teams to ensure a smooth transition of application federation from Azure to VMWare Identity Manager including project planning, post-go live support RACI, escalation path planning, and ensured monitoring was in place including proactive notifications.
  • Pulled multiple teams together to resolve environmental roadblocks (such as poor performance and outages).
  • I emphasized a strong emphasis on corporate communications to ensure overall project success (personal owned devices must opt in for full benefits to be realized by users as well as Sysco).
  • Upgrade of 15,000 devices to Windows 10 was also included in scope to be achieved by end of fiscal year.

Confidential

Sr. Project Manager

Responsibilities:

  • Project Manager for completion of Confidential Dynamic Hybrid Services solution.
  • Project planning and driving completion of build and transition of all Sysco non-production environments (and support) to Confidential ’s Dynamic Hybrid Services solution (including all server and storage infrastructure).
  • Primary workstreams responsible for included Remedy/Incident Process Change, Knowledge Transfer from Infosys to Confidential, CMDB, Tools, Storage, Backup and Recover, Midrange systems, and DHS (Dynamic Hybrid Automation).
  • We partnered with Confidential project manager for full delivery.
  • Project Manager for Zscaler Cyber security implementation.
  • Implemented Zscaler at all 175 Sysco Operating companies, Corporate, and Business Technology Services.
  • Cloud-based solution to provide internet/web security, firewalls, vulnerability, SSL inspection, and anti-virus.

Confidential

Sr. SAP Project Manager

Responsibilities:

  • Project Manager for SAP Onboarding Success Factors implementation. ed with “Putting yourself on the Map” recognition for work on the Sysco SAP Success Factors implementation.
  • Both projects were under Sysco’s Human Resources department, and the Learning Management System was implemented to over 50,000 employees.
  • Developed and led execution of detailed project plan - Utilized hybrid planning approach with both full detailed project plan (design through deployment), then executed plan using agile methodologies including weekly sprints and velocity/burn down charts.
  • Completed and presented for approval Change Requests and Business Requirement Documents as needed for significant changes to scope or new project requests.
  • Worked with SAP and Sysco technical team to ensure timely defect ticket resolution (HPQC).
  • Developed implementation plan for go-live activities.
  • Managed Risks, Issues, Communications, and reporting activities.
  • Worked with third-party teams including, Confidential and Infosys as critical members of the project team.

Confidential

Sr. SAP Project Manager

Responsibilities:

  • Application scope included SCM, PI, ECC, and CRM. As PM, I was directly responsible for the Basis, ABAP, Open Text, and Associate Portal workstreams.
  • Worked with third-party teams including Confidential and Infosys as critical members of the project team.
  • Developed and led the execution of detailed project plan - Utilized hybrid planning approach with both full detailed project plan (design through deployment), then executed plan using agile methodologies including weekly sprints and velocity/burn down charts.
  • Managed Risks, Issues, Communications and reporting activities.
  • Developed project plan and coordinated with Portal / Basis teams to upgrade the Sysco associate portal.
  • Worked with deployment team to develop the implementation plan for go-live activities, and timely ticket resolution during the hypercare period.
  • Worked with Open Text team to plan the upgrade of associated products to stay compatible with Sap version. This included archive server, content server, document access for Doculink, and web viewer.
Confidential

Program Manager - Order Services

Responsibilities:

  • Ensuring all Capital expense is captured by project teams in the middle office workspace to reach financial cap targets.
  • Primary stakeholders were the Director Order Services and the VP of Operations.
  • Planned, coordinated, and tracked tasks with the business to ensure completion of new territory model (and any accompanying workflows for automation) for the new system.
  • Worked with relevant teams for d Confidential integration from legacy system to new.
  • BMC began managing sales territories and quotas within the new territories in the (new) system within 6.5 months.
  • Completed project plan and worked with implementation partner (Callidus) as team members.
  • Managed financials, weekly status reports, and weekly presentations at the VP level on progress and outstanding issues.
  • Project Manager for 1+ million-dollar conversion of a legacy system (Navision) to Oracle project for Quoting BMC products.
  • Planned project work, including d Confidential conversion from legacy system (Navision) to oracle and Apttus for quoting.
  • Worked with legacy ‘Numara’ team for all work associated with starting to quote out of Oracle and not Navision.
  • Planned/resolved issues around ensuring customers have a user-friendly method of accessing new support system (including SSO). RevSum system at BMC was modified to accommodate using serial number rather than generic support ID and Password, and order confirmation process/emails.
  • Worked with Agile/Scrum coach to promote the use of agile best practices throughout the organization.
  • Worked with BSA for the UAT plan and execution of testing.
  • Utilized MS Project as well as Rally (Agile project tool).

Confidential

Program Manager - Infrastructure and Operations (I&O)

Responsibilities:

  • Primary stakeholder was CTO.
  • Program manager for all Capital/Large projects in Infrastructure and Operations at BMC reporting into the PMO Director and dotted line to the Chief Technology Officer (CTO). Attended CTO’s weekly staff meetings.
  • Established new Project intake and Solution Delivery Lifecycle Management process (SDLC) for Infrastructure and Operations at BMC, and was responsible for reviewing all projects for capitalization opportunities.
  • Enterprise Unified Communications project - After initial evaluation of Cisco Jabber vs. Microsoft Lync, serving as project manager to provide a Unified Communications platform at BMC including IM, Presence, Call, Email integration, mobile (iPhone/iPad etc), Federation, and video (pc to pc as well as multi-point / context-aware. Utilizing agile methodologies, developed release and sprint plans, managed project financials, and all other elements of a standard project management plan (communications management, resource management etc.).
  • Cloud Lifecycle Management project - This project stood up an internal CLM (Cloud Lifecycle Management) environment for BMC R&D and ranked as top 3 projects critical to BMC success. This solution provided rapid provisioning, enable self-help and capacity management, and increase developer productivity by fulfilling asset/environment requests faster. Other benefits include minimizing organizational risk, reducing complexity, and cutting costs. Deliverables in scope included setting up a new support organization, planning a DR environment, and designing/configuring customer reporting. Agile methods used including daily scrum, burn-downs, and involving the business in maintaining the product backlog.
  • Aspen R&D Cloud Project - BMC’s product update to theCloud Lifecycle Management (CLM) solution was to be released to customers in early 2011. As part of the continuing effort for IS&T to serve as atimely and relevant feedback loop into BMC R&D, this project was to construct a demonstration resource pod and control tier to provide a platform for conducting a real-world beta test of the BMC cloud lifecycle development (1.5 version) solution. The knowledge gained through this beta test process was used to set the foundation for the deployment of a hybrid cloud within IS&T's R&D production network.
  • ITBM and Remedy on Demand SaaS Project - This 1.6-million-dollar project was critical to BMC not only because it was customer facing and revenue producing, but also because it brought in-house a SaaS offering that had previously been outsourced to a third-party d Confidential center. This new cloud environment involved standing up infrastructure as well as putting in place the necessary business processes for an external facing application including SLA’s, DR, monitoring, and customer support. Worked with Dell Project Management team as provider of the d Confidential center. Established Project Charter, baseline financials, and project development plan. Solely responsible for driving all project deliverables, establishing timeline, managing the budget, and driving activities to completion. Adaptive model of agile/waterfall used to achieve project success.

Confidential

Sr. Project Manager

Responsibilities:

  • Army Portal Project - Fiscal year 2011 Operational Winner at BMC. This project was driven by a sales enterprise license agreement which stipulates BMC will build a portal for product ordering as well as workflow and ad-hoc reporting. As Project Manager I established the Charter and project plan, requested all resources, worked with technical teams to develop the design, analyzed workflow considerations, and planned activities through QA, IUT, and UAT. With successful deployment, all Army orders are now placed through the portal from the Army to BMC and this portal will serve as a new business model moving forward for the Army. Budget for this project was $215,000.
  • Virtual Desktop Project - Stood up a new virtual environment in both VMWare and Citrix Xen, pilot it to a test group, and provide a recommendation for the future direction for BMC’s virtual environment. This solution served as one of the options moving forward in BMC’s provisioning of environments to BMC employees and third-party suppliers/contractors.
  • D Confidential center relocation project - This 1.1-million-dollar project was to relocate all Development and QA servers to Phoenix for disaster recovery purposes. Developed WBS, activities list, schedule, and full project plan for move of 300 servers. Components of the project plan I developed included communications plan, risk plan, scope plan, and cost management plan.
  • MSM/Mainframe System View Project- Delivery of a Business Objects / BI subject area that supports analytical and operational ad-hoc reporting related to sales d Confidential . Benefits include broader access to d Confidential for reporting needs, a consolidated enterprise source/repository for d Confidential, and automated reporting. Budget of $600,000 and team of 25 people in the US and India.
  • Blackberry/SalesForce.com (SFDC) initiative. This initiative piloted and deployed Salesforce.com on blackberries for all salespeople in BMC. Developed project plan, interacted with the end user community/stakeholders for both pilot and deployment, and from the IT side drove the project toward established success criteria.
  • On a weekly basis routinely manage to within a 15% variance on team hours, and on a monthly basis each project has been successfully completed on time and on budget.
  • Managed teams up to 45 people, international as well as co-located.
  • Quality & tracking documents routinely used include weekly hours and expense variance reports (actual to planned), weekly/monthly expense reports separated by internal/external and cap/expense, weekly forecast to complete, risk/issues reports, and full updates to team members and sponsors using Sharepoint and other communication methods.

Confidential

Business Project Manager / Relationship Management

Responsibilities:

  • Managed all Strategic planning / Sales efforts for IT consulting efforts into Shell Oil Company.
  • Managed the Shell Enterprise RFP Project (for Confidential )- Developed the Project Management Plan, the Work Breakdown Structure, and the Human Resources Plan. Executed on processes in the WBS, Managed the schedule, and closed the contract winning a 2-year IT Services Contract with Shell Oil.
  • Project Manager for Schlumberger audit project and Revenue Attainment Project (for Confidential ). Laid out related WBS document, scheduling of activities, quality plan, and communications plan. Monitored performance against established metrics.
  • Secured consulting engagements for Confidential at Shell including:
  • GSAP - Global SAP Program - Worldwide implementation/upgrade of SAP system for Shell Oil Products US.
  • SAP Security - Provided a team of Security experts that maintain SAP Profiles, providing advice and guidance to address security issues and ensuring adherence to Shell Quality Standards.
  • ‘CHAIN’ - a $4 million project to migrate the functionality of the Chemist system into the Chemicals GSAP BW environment, then decommissioning the Chemist system.
  • GAME - Under this program, operations at Shell plants and refineries (which previously ran somewhat autonomously) have been moved to a unified method of operations.

Confidential

Project Manager - Business

Responsibilities:

  • Disaster Recover / BCP Startup Company.
  • Project Manager for Territory Analysis Market Segmentation Project including the Scope, Work Breakdown Structure, and Quality Management Plan.
  • Project Manager for competitive Strategy initiative.
  • Developed and managed channel relations including Novell, PeopleSoft, and AT&T.

Confidential

Business side Project Manager / Account Manager

Responsibilities:

  • Project Manager for Anheuser Busch Enterprise License Agreement project. Successfully initiated, sold, and closed Enterprise License Agreement to Anheuser Busch in 2002 for over $1 million dollars. Solution included Distributed Infrastructure Tools and Mainframe Automation tools for CICS management, DB2 management, and IMS management.
  • Project Manager for Enterprise License agreement project with Deutsche Financial Services in 2003 for $1.2 million dollars. In working directly with the CIO, I developed the project plan, Work Breakdown Structure, and communications plan as well as Executing on the plan that was jointly developed. The solution included both the Distributed and Mainframe systems. The Mainframe solution included automation for IMS, DB2, and CICS, and the Distributed solution included the Performance Management Suite of tools as well as Job Scheduling and D Confidential base optimization tools.
  • For services sold, was part of the project team as a liaison between BMC and customer.
  • Negotiated multi-year contracts at the CIO level for multi-million-dollar complex transactions.
  • Completed extensive programs including Sandler Sales School for Account Management, Advanced Negotiation Skills, and Critical Path Strategies “Total Enterprise Account Management”.

Confidential

Business side Project Manager / Account Manager

Responsibilities:

  • Project Manager to deliver a healthcare application for Confidential t billing and records. Developed the Project Management Plan, Cost Estimating, Budget Estimating, Risk Plan, and Human Resource Management plan. Worked with technical resources to Execute task processes.
  • Account Management responsibilities included growing sales revenue numbers in the Houston and Dallas areas.

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