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Senior Bi Quality Manager Canton Mi

Summary
Managed global private and public sector projects, such as GMAC, State of South Carolina, Nortel, etc, where I have solved process implementation, integration, and change management problems. Defined scope and cost requirements and tracked the business case objectives of these projects. Coached/mentored teams and individuals to ensure that they are working to the best of their abilities, to ensure their personal satisfaction in the product and services being provided, which in turn will transfer to client satisfaction. Work with client to ensure that expectations of the team and project are met and typically exceeded.

Managed all project specifications including budgeting, planning, staffing and implementation. Successfully merged prior business experience and functional knowledge with training to guide project teams to completion of engagements in a timely and cost effective manner.

Project/Program Management Experience

  • Liaising with board level members in defining overall project management objectives
  • Evaluation of Project Deliverables
  • Managing third party contracts and relationships
  • Budget management
  • Resource management/utilization
  • Strategic direction
  • Determination of Project Scope
  • Creation and maintenance of detailed functional and technical project plans
  • Managing client relationships
  • Test & QA system standards: HC-Quality Center, Solution Manager
  • Project methodology - ASAP, Prince, SDP-21, Solution Manager, etc
  • Manage projects within SAP Program
  • Change management
  • Release management
  • Risk management
  • Managing project team, leads and consultants, locally and remotely (offshore)
  • Milestones, determining and achieving
  • Developing project control procedures

Industry Experience

  • Utilities
  • Public Sector
  • Government - State and Federal
  • Manufacturing
  • Financial
  • Chemical

Experience

Confidential, Aug 2010 - Present
Senior BI Quality Manager
Business Intelligence and Business Objects Implementation (BI & BOBJ)

  • Lead Unit Testing and Integration Testing exercises for APAC, EMEA and the UK.
  • Managed day to day testing effects across multiple regions including test planning, execution and defect resolution.
  • Coordinated all testing initiatives, including but not limited to, script writing, testing plan, support schedules, status calls and metrics, kick-off meetings
  • Defect resolution process definition and standards.
  • Defect management in HP Quality Center (HP-QC)
  • Manage team of SME/super users and business analysts in the support of testing.
  • Implemented quality standards and audit requirements.
  • Integration of BI FRICE objects into standard ECC process scripts

Confidential, Nov 2008 - July 2010
Senior Project Manager
ECC 6.0 Go-Live with FI/CO/FM/GM/MM/AM/PS/SD/SRM/BW/BI and OnBase Imaging Software

  • Worked as an independent consultant to the Department of Vocational Rehabilitation as the entire State was mandated to install their new SCEIS System by July 2010.
  • Ran all aspect of Program and Project Management - blueprint, communication (internal and external), timelines, deliverables, issues/risks, training, security, role mapping, workforce transition, cutover, data conversion, scope, Post-Go-Live Support, etc.
  • Liaison between Voc Rehab agency and State of South Carolina project team. Principal duties to ensure that Voc Rehab critical business processes were understand and delivered in the new SCEIS (SAP) system.
  • Performed as Change Management Manager, providing and executing Communication Plans, Training Plans, Risk/Issue resolution and tracking, Knowledge Transfer and Workforce Transition Plans.
  • Built project team of 30 team members, educating them on SAP and best business practices.
  • Lead and designed legacy system interfaces to SAP.
  • Worked with Senior Management on business process re-engineering, providing advice on business structures and how they best align with SAP and best business practices, keeping in mind that this is public sector State Government and not private sector business.
  • Integral part in workforce transition and roll out of new jobs, positions, roles, security, etc.
  • Worked with Agency Training Coordinator and SCEIS Project Team to ensure proper classes were held and even taught a class due to critical shortage of SCEIS Project Team trainers.
  • Provided 24/7 Cutover and Post Go-Live support for Go-Live of November 2, 2009.
  • Created "War Room" for Cutover team and Post Go-Live Help Desk while testing new Help Desk software with new processes.

ECC 6.0 Go-Live with HR/Payroll

  • Providing all the same services as above.
  • Scope includes Organization Management, Personnel Administration, Benefits Support, Time Management, Payroll Administration, Travel Management, and Employee Self-Service/Manager Self-Service (ESS/MSS).

Confidential, June 2008 - Sept 2008
Senior Project Manager
APO Project - DP, GATP, SNP, SNC

  • Managed a team of 27 employees, consisting of on-shore and off-shore resources.
  • Day-to-day project management, coordinate overall schedule across the sub teams.
  • Work with the teams to ensure integration with all Nortel areas, training, architecture, basis, IT, PMO, business, testing, security, dry run, etc.
  • Overall responsibility of the Project delivery from SEAL perspective
  • Coordinate and manage cross-functional project schedules and dependencies, ETO, ROC, etc.
  • Issue management within the project and across dependent projects and escalate issues for resolution to PMO/ Steering Committee, as necessary
  • Actively working with PMO for scope, cost and risk management
  • Work with the team to keep focus and moral to work through difficult times and long hours ensuring timelines and costs are adhered to
  • Ensure solution meets with best business practices
  • 24/7 management of dry run and cutover activities to ensure product delivery during 36 hour downtime.
  • Warrantee alignment with CSC, ensuring clean hand off to production support team.

Confidential, February 2008 - June 2008
Senior Project/Program Manager
ECC 6.0 Upgrade - Planning Phase (project placed on hold) - Global Implementation

  • Work hand in hand with CIO to be Conair's in-house Project Manager
  • Provided analysis and advice on how to handle Program Management issues with no PMO in-house office.
  • Completed the planning phase providing the following deliverables:
  • Business Case Document
  • Project Scope Document
  • High level Project Plan
  • Timeline
  • Risk Management Process Document
  • Issue and Risk Management Plan Document
  • Issue and Risk Management Tool
  • Training Strategy Document
  • Reporting Strategy Document
  • RFP for Upgrade from SAP 4.5B EBCDIC to ECC 6.0 Unicode
  • Prepared supplier evaluation matrix
  • FRICE document
  • Multiple Instance Analysis
  • Worked with the CIO on setting up processes for all current SAP projects to ensure SOX compliance, standardizations, uniformity, program objectives, etc.
  • Provide Pro-Forma documents to better enable them to manage Program Management objects in the coming months.
  • Negotiated quotes with potential training partners

Confidential, April 2007 - January 2008
Senior Project Manager
Global Business Process Restructuring

  • Work with Senior Management from IS & T, and multiple divisions to integrate Best Business Processes across global structure.Agile Upgrade and SCMnet Installation
  • Remote project with multiple divisions across North America and Europe
  • Upgrade Agile 7.5 to Agile 9.2.2
  • Move from Windows based infrastructure to Linux
  • Remove custom interface to SAP and implement SCMnet delivered interface
  • Managed team of 14, internal resources and external consultants plus implementation partner with 8 team members mostly made up of off-shore resources
  • Managed budget and costs of project.

FedEx EDI

  • Implement EDI for 3PL
  • Ensure scalability of solution
  • Global initiative with FedEx US and BV
  • Passing Receiving, Shipping and Warehouse data

SAP Service Management - Prelim Scoping and Blueprint phase

  • Turn on the contract and warranty entitlement pieces of SAP Service Management
  • Validation of entitlements
  • Field service order
  • Billing based on customer entitlement
  • Warranty / contract profitability analysis
  • Integrate into more global vision of Support and Service Project to include a full blow service management system, serialization, bar coding, hand held devices, automation, support portal, etc.

Confidential, April 2007 - January 2008
Senior Project Manager - Remote

  • Provide remote consulting as needed for Upgrade to ECC 6.0
  • Mentoring business Project Manager in his role and responsibilities.
  • Provide templates, business cases, business practices, etc as needed.

Confidential, December 2006 - December 2006
Data Migration Specialist
HR/Payroll Data Migration Strategy

  • Tasked to develop a strategy to migrate up to 30 years of HR/Payroll data in to ERP 2005 6.0 and/or BI 7.0
  • Determine legal and business requirements for data retention.
  • Assess if real time reporting is a requirement.
  • Query multiple state organizations and customers of the data for their business needs.
  • Develop a timeline and resource estimate.
  • Produced recommendation and Steering Committee Presentation enabling them to move forward with the RFP.

Confidential, January 2006 - April 2007
Director
Cutover Manager

  • Development and execution of 5000+ line cutover project plan in Microsoft Project.
  • Organization of 10+ software solutions to be cutover, SAP ECC 5.0, SCM, MXES, Advantex, Primavera, Documentum, ESRI, Virsa/GRC, BW/BI, etc
  • Participation and preparation for Health Check reviews
  • Issue resolution including but not limited to, functional issues, architecture issues, security issues, etc.
  • Manage 200+ cutover team during Mock simulations
  • Build and design timeframe for cutover of systems, integration points with architecture, interfaces, vendors, home organization, etc.
  • Reporting and working with Steering Committee and Senior Leaders of the organization
  • Identify business freeze dates and ramp down, downtime and ramp up processes of the systems.
  • Preparation of Cutover Playbook.
  • Hold and participate in After Action Reviews (AARs) for critical process tests, such as Mock.
  • Manage re-testing of conversion objects as well as interfaces.

Report Standardization Project

  • Manage reporting team to gather reporting requirements and classify the requirements into a four tiered framework
  • Perform analysis of the reporting requirements against system delivered functionality and standard reports
  • Develop a high level SIPOC for the relevant reporting requirements
  • Arrive at a feasible technique to develop the report using the decision tree and the approved tools, SAP Query, BW/BI, or Custom Report.
  • Deliver the future state report list

Audit Controls Team for ERP Roll-Out

  • Manage Upgrade of FoxT ACS Tool (SoD, Controls Tool) and vendor relations.
  • Spearheaded Security Methodology
  • Worked within Audit, Internal and External, controls, mitigating controls, deficiencies in security, etc.
  • Ensured ISO requirements met.
  • Work with PMO on project plan, resource allocation, timelines, etc.
  • Partake in leadership and decision meetings
  • Advisor to HR and Security Teams
  • Liaison to Segregation of Duties, Security and Cutover teams.
  • Involved in discussions and managed roll-out of GRC (Virsa) instead of FoxT ACS Tool

Confidential, April 2005 - December 2005
SAP Project Manager
Confidential

  • Remote management of SAP Migration from Windows/SQP Server to HP Unix/Oracle platform
  • Managed third-party vendor relationships
  • Working with Senior Management and PMO.
  • Strict adherence and compliance to GM's SDP-21 Project Methodology version 9.0
  • Worked with client to ensure consistency of processes and preparation for convergence to GMAC instance in 2006 for the following functionality:
  • SAP R/3
  • Funds Management
  • Investment Management
  • Asset Accounting
  • Project was done on time, on budget and in scope.

GMACIO Pan Europe and Greece Upgrade to 4.7

  • Remote management of dual upgrades out of the German office with IS & S resources from the UK.
  • Took Pan Europe instance from 4.5 to 4.7, and Greece from 4.0 to 4.7.
  • Manage third-party vendor relationships.
  • Strict adherence and compliance to GM's SDP-21 Project Methodology version 9.0
  • Worked with client to ensure consistency of processes and preparation for convergence to GMAC instance in 2006 for the following functionality:
  • SAP R/3
  • Funds Management
  • Investment Management
  • Asset Accounting
  • EC-CS
  • Bringing Greece onto the same upgrade path to ensure compliance for convergence in fiscal 2006 into the Pan Europe instance.

GMAC MIC Collections and Disbursements (FS-CD) - Planning Phase

  • Planning documents
  • Business case
  • RFP Artifacts
  • Project Calendar
  • Proposal evaluation

Confidential, Nov 2003 - March 2005
Senior Product Costing Consultant

  • Led configuration on all aspects of SAP Product Costing.
  • Sales order costing for configurable materials.
  • Cross functional support with MM and PP
  • Redesign of existing business practices to fit with SAP functionality
  • Training of local SAP Project Team.
  • Analysis of business requirements and development of business blueprint
  • Setting of system and user documentation standards
  • Design of data load programs, cleanup of historical data
  • Analysis and Resolution of SAP Gaps
  • Completed project plans
  • Worked with the training team to establish training guidelines and methodology
  • Member of the testing team to set testing criteria and processes.
  • Modeled testing design

Confidential, Aug 2003 - Nov 2003
Enterprise Consultant

  • Work with client to identify changes in 4.0B to Enterprise
  • Identify risks in upgrade

Confidential, Mar 2003 - June 2003
Project Manager

  • Initial scoping of project for Material Price Variances
  • Requirements gathering/documentation
  • Scope, Assumptions and Design.
  • As-Is documentation and process flows
  • To-Be documentation and process flows
  • Detailed project plan
  • Cost estimates
  • Solution Design, including but not limited to, Actual Costing/Material Ledger, PA, BW, and MM - purchasing.

Confidential, Sept 2002 - Mar 2003
Project Manager
Planning and Blueprint Phase

  • Lead team of 8 consultants, functional and technical through Blueprint phase of financial systems implementation for all of Latin America.
  • Delivered Blueprint Package to Client which included As-Is, To-Be, Technical Requirements,
  • Global management of US and Latin American resources through these phases of the project.
  • Planned a phased roll-out of Latin America project to 13 countries.
  • Total Project Control and Accountability through these phases of the project.
  • ASAP methodologies along with client resourced Prince Methodologies.
  • Full budget management and forecasting/planning activities

Confidential, July 2001 - Aug 2002
CO Team Lead and PP-PI Consulting resource

  • Led configuration on all aspects of SAP Product Costing and Controlling.
  • Redesign of existing business practices to fit with SAP functionality
  • Training of local SAP Project Team.
  • Analysis of business requirements and development of business blueprint
  • Setting of system and user documentation standards
  • Design of data load programs, cleanup of historical data
  • Analysis and Resolution of SAP Gaps
  • Aided the PP-PI team with configuration needs
  • Design and set up of Repetitive Manufacturing
  • Worked with the PP-PI team to help answer questions and set procedures.

Confidential, March 2001 - July 2001
Project Manager

  • Worked with Miller Project Management for the Phase I of POS project to bring POS items into SAP.
  • Investigated software requirements to help select front end package.
  • Determined potential resources to source the project.
  • Worked on costing structure for project.
  • Helped determine risks
  • Work on advantages and disadvantages of front end applications.
  • Looked at different approaches to project such as phasing.

Confidential, Sept 2000 - March 2001
Lead PP/PC Consultant 4.6B (Using a 4.6D GUI and Kernel)

  • Ensure Miller's customize configuration is correct and progressive with the new 4.6B
  • Working with ABAP'ers for all custom program difficulties due to the upgrade
  • Training Lead contact for Miller with RWD
  • Trained core team on new functionality and general navigation of new system
  • Trained all super users on new navigation of system
  • Working with training partner to ensure complete and full coverage of all delta training aspects related to the upgrade
  • Working with the CBT tool iTutor provided by SAP to replace the previously purchased PST On Demand

Confidential, Upgrade June 2000 - Dec 2000
Project Manager - 4.6B

  • Spent some time in August helping with critical problems toward their 4.6B Go-Live
  • On Call for their Go-Live remotely for support and any issues
  • Retain a remote access to their system and trouble shoot issues as they arise and need expert help

Confidential, Nov 1999 - June 2000
Project Leader & Lead PP / MM / PC Consultant 4.6B

  • Brought in to help during initial Go-Live of 4.0 to change the Go-Live to 4.6. Upgrade performed prior to initial implementation.
  • Verification and re-configuration of all aspects of SAP Production Planning, Materials Management and Product Costing Modules
  • Headed 4 MM team members and 8 PP team members to upgrade functionality and changes to business practices to 4.6B
  • Redesign of existing business practices to fit with SAP functionality
  • Training of local SAP Project Team and Consultants
  • Material Management configuration and business practices, including optimization of Purchase Orders, Inventory Management and Physical and Cycle Counting.
  • Configuration of all aspects of Production Planning Implementation including material masters, bill of materials, Super BOMs, scheduling, routing, product costing, reporting
  • Variant configuration and co-ordination with SD configuration, co-ordination with FI/CO team and MM teams
  • Setting of system and user documentation standards
  • Liaison with the ABAP team to design data load programs to cleanup historical data loaded into SAP
  • Analysis and Resolution of SAP Gaps
  • Working with users for effective "Change Management" in the introduction of SAP
  • Integration Testing
  • Well versed in the IMG, Q & ADB & the SAP Accelerated Roadmap

Confidential, Sept. 1998 - Aug 1999
Lead PP / MM / PC Consultant 4.0B

  • Headed a team of 5 MM consultants and 15 PP consultants.
  • Configuration of all aspects of SAP Production Planning and Materials Management Modules
  • Redesign of existing business practices to fit with SAP functionality
  • Training of local SAP Project Team and Consultants
  • Analysis of business requirements and development of business blueprint
  • Configuration of all aspects of Production Planning Implementation including material masters, bill of materials, Super BOMs, scheduling, routing, product costing, reporting
  • Variant configuration and co-ordination with SD configuration, co-ordination with FI/CO team and MM teams
  • Setting of system and user documentation standards
  • Design of data load programs, cleanup of historical data
  • Analysis and Resolution of SAP Gaps

Confidential, Toronto, Canada Apr 1996 - Aug 1998
PP / MM / PC Team Lead / Senior Cost Accountant 3.1F

  • Configuration of SAP MM and Production Planning Modules (basic Purchasing and Inventory Management, Production Planning and Product Costing processes)
  • Assisted in SAP planning and scoping phase of Hershey Canada Go-Live project.
  • Performed AS-IS analysis and TO-BE analysis, reengineering of existing business practices to fit SAP
  • Identified, evaluated and implemented best business practices for the production planning, costing, intercompany, and subcontracting areas.
  • Performed SAP unit testing and integration testing.
  • Attended integration workshops for PP, MM, costing, intercompany, and copacking businesses.
  • Involved in data cleanup of legacy system.
  • Assisted in data transfer of legacy system to SAP for material master and costing.
  • Involved in extensive data scrubbing to ensure standard costs match legacy system.
  • Co-ordination with US SAP team.
  • Provided post Go-Live support to plants and head office staff.

Confidential, Toronto, Canada May 1994 - Apr 1996
SAP Configuration/Analyst R/2

  • SAP power user for Purchasing and Materials Management
  • SAP Integration Testing
  • Provided post SAP Go-Live support to Canadian Head Office staff, analysis and resolution of issues
  • Training users in SAP functionality
  • SAP configuration of new areas of functionality

Confidential, Canada May 1993 - April 1996
Project Accountant/Operations Accountant

  • Interacted with plant managers to analyze and set annual budgets.
  • Queried and implemented change in project approvals to reduce time to obtain approvals by 40%.
  • Automated several schedules, with macros, etc, to increase efficiency in job function.
  • Controlled fixed asset and depreciation accounts.

Confidential, Toronto, Canada Dec 1991 - May 1993
Financial Analyst

  • Provided and analyzed financial results of company and subsidiaries for Senior Management, Board of Directors, and the Audit Committee.
  • Prepared and consolidated cash flow reporting.
  • Responsible for subsidiary loans.
  • Allocated interest on cash balances to business units.
  • Maintained and controlled company general ledger, inter-corporate balances, suspense accounts, inventories and reconciled subsidiaries

Education

B.A.S, Bachelor of Administrative Studies - Major Accounting

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