Summary

Senior Consultant/Manager, currently working for a Professional Services Organization with over 25 years of hands-on management experience in the Information Technology industry. My expertise encompasses information management, systems, programming, personnel development, staff training, infrastructure management, facilities management and financial administration. Accomplished leader, capable of motivating a staff to its full potential and proven ability to communicate complex information clearly to individuals at all levels. Also, proficient in most personal computers, midrange, mainframe, client server platforms and numerous programming languages. Exceptional analytical problem-solving ability with excellent verbal and written communication skills. I'm responsible for the execution of client projects in a timely manner, within budget and consistent with the Project Management Institute's PMI high standards of quality. My project involvement may encompass any project phase from pre-project sales, strategic planning, project planning and project control, as well as post-project evaluation with the client sponsor to assure satisfaction and to identify any process improvements that can be made to the client, while adhering to PMI principles and methods.

Industry Business Experience:

List of Clients/Employers:

Project and Program Management Job Functions:

Chronology of Experience

Confidential

Position: Delivery Manager

Environment: PC, Client Server, Mainframe, Oracle, MS Office

• Alignment of FBD Portfolio to coincide with the organizations strategic goals and Corporate Business directives.
• Implemented portfolio/program/project tracking to centralize Senior Management Reporting, through the organizations standard communications/reporting tools i.e., WhatFirst , SharePoint and ChangePoint.
• Orchestrated the organizations Change Management initiative, where coordinating supplier interaction within the portfolio led to highly effective product development and organized Release Management.
• Established Delivery Framework within the portfolio, where Project Managers would follow, standardized Corporate Methodologies SDLC, Agile/Scrum in performance of business initiatives.
• Developed and implemented the portfolio's Project Estimation Strategy, where tools would drive the Top-Down and Bottom-Up approach to standardizing the Estimation Process.

Confidential

Position: Portfolio Manager

Environment: PC, Client Server, J2EE, Java, Mainframe, MS Project, Oracle, MS Office, Lotus Notes

• Spearheaded the creation of Project/Program Portfolio Management PPM goals,objectives and key perforrmance indicators in accordance with the organization's strategic goals, as it relates to the Procurement Group.
• Managed the portfolio using established portfolio management processes in collaboration with stakeholders for the purpose of continuously reviewing, updating and optimizing the portfolio and ensuring compliance with changing organizational strategies, goals and objectives.
• Actively worked with IT Business Relationship Management on evaluation of incoming project demand and to established timing of Project/Program initiation, as it related to the outsourcing initiative.
• Monitored the portfolio by reviewing key performance indicators in order to address performance issues and maintain alignment with the organization's strategic business goals.
• Prioritized the portfolio components in order to ensure optimum value, alignment, and a balanced portfolio.
• Communicated results of the portfolio selection decision and prioritization to the stakeholders in order to ensure the alignment of outsourcing initiatives and there execution.
• Established portfolio governance and management processes e.g., budget management, risk management, issue management, resource management, and quality management consistent with the organization's existing and evolving project life cycle processes, project financial management and resource management to maintain portfolio viability i.e., Procurement vertical.
• Orchestrated resource management for project support through the selection, training and evaluation of outsourced staff.
• Coached and mentored the organization's resources in the area of Portfolio Management PPM and initiative execution within the newly constructed environment.
• Defined the portfolio component prioritization process e.g., dependencies, resource capacity, technology in order to sequence portfolio components, as it related to initiative execution.
• Provided Portfolio Management performance PPM reports in accordance with the portfolio management communication plan thus, supporting executive decision making.
• Developed and maintained constructive and cooperative working relationships with others by building mutual partnership and trust with stakeholders and team members both onshore and offshore.
• Another area of Performance is the Management of Applications Outsourcing:
• Actively worked with IT Business Relationship Management on evaluation of incoming project demand and to established timing of Project/Program initiation, as it related to the outsourcing initiative.
• Applications Management Development and Break-Fix Support.
• Development Methodology Support IDS Houston documentation, Quality Gate Support.
• SOX Quality Support Creation of all SOX documentation, Audits, Project Reviews.
• CMMi and ISO Compliance.
• Global Help Desk Management Local Portfolio.
• SLA/OLA Management Support all SLA/OLA Reporting, Metrics, PMO Progress Reporting.
• Supplier Cost Reporting Project Performance, Supplier Score-carding.
• Knowledge Management Cross-training Program Technology and Applications driven , both Onsite and Offshore compliment, Rotation of Staff Offshore compliment .
• Staff Retention Management Rotation of Assignments, Promotion Opportunities, Performance Awards, Pay-for-Performance.
• Standard Support Process Areas Risk, Issues, Communications, CRM and Escalation Management.

Confidential

Position: Senior Consultant/Manager

Environment: PC, Client Server, Mainframe, MS Project, Oracle, MS Office, Lotus Notes

• Risk and Asset Management improvement.
• Compliance of Asset/Risk offset eligible Capital to Risk Aggregate Ratio of 8 .
• Compliance of Data Capture 3 years of data within GMAC Repository.
• Global Operational Risk Metrics Risk Management Planning.
• Compliance of Meta-Data, awareness, Data Standards and Corporate Data Models.
• Compliance of Process, awareness, Roles and Skills related to Operational Business Process Modeling.
• Compliance of Basel Committee's BIS , awareness i.e. Use Test directive, Model Estimates and composite elements of Expected Loss.
• Use Test Score-carding Strategies, Metrics, Defects, Corrective Action Planning Process Validation, 2 year minimum.
• Bank and Regulatory Resource Planning design, develop, implement and progress measurement. .

Confidential

Position: Senior Project Manager

Environment: PC, Client Server, Mainframe, MS Project, Oracle, MS Office, Lotus Notes

• In addition, managed several initiatives for the CAE Group Tools , both Global and Local Body Structures Pilot sedan/coupe and CAD/CAE/ME integration activities include:
• Additionally, established Quality Management processes within the Validation QA Test Center Group of NAPP Manufacturing Systems Development. CMMi/SDMP Mentor/Coach to GM Application Development Project Teams and SEPG CM Lead, Process Member for Global Manufacturing Quality Software Development Organization Appraisal Participant, Completed/Successful SCAMPI A, L2 and L3 Certifications.
• Established processes, trained and developed procedures while coaching, mentoring and consulting the Global Engineering Group Powertrain . Extensively used SDP-21 and created a subset of that methodology. Re-engineered SDP-21, provided training and workshop metrics, rolled out the new methodology in support of the Engineering Business PMO while maintaining ISO 9001 compliancy to include:
• Specialized training of the Business Project Managers PM understanding/usage of corporate Systems Delivery Methodology Planning, Requirements, Construction Design/Build , Testing, Deployment, Closure.
• Integration techniques into general Project Delivery Corporate , as it relates to Engineering specific Business Requirements.
• Coached and Mentored PM's throughout the Quality Management Lifecycle QA Tollgates , Compliance, etc.
• Developed high-level work plans, schedules, estimates, resource plans and budgets.
• Implemented, tracked and analyzed all aspects of Project Delivery to ensure adherence to quality standards.
• Managed client relations CRM to ensure that expectations, both delivery and service are developed, monitored and met.
• Directed, motivated and developed project staff, while addressing training and developing the needs of other project managers and there teams.
• Established, monitored and presented all Senior Management Reporting to executives and project teams at all levels as it relates to status and dash-boarding.

Confidential

Position: Senior Project Manager

Environment: PC, Client Server, Mainframe, MS Project, Oracle, MS Office

Position: Senior Project Manager

Environment: PC, Client Server, Mainframe, Project Workbench, Oracle, MS Office

• Managed the ramping-up process of a large outsourcing initiative for a major automotive manufacturer. Developed the internal processes that were used to maintain and support the efforts of a large Maintenance Center including production support, service level agreements, help desk, customer satisfaction and metrics to monitor the support initiative.
• Industry: Healthcare Blue Cross Blue Shield Duration: 1 year 3 months

Position: Senior Project Manager

Environment: PC, Client Server, Mainframe, Oracle, MS Office

Development Support Manager for one of Michigan's largest Healthcare Insurance carriers, responsible for managing the efforts of large staffs related to enterprise-wide projects. Led the implementation of the organizations Problem Tracking System Peregrine's Service Center Products Problem, Change and Asset Management Modules . Led the organizations infrastructure project in support of the Service Center initiative. Organized the organizations metrics effort the tracking of defects throughout the Software Development Life Cycle SDLC utilizing the Peregrine Product as the enabler. As Support Manager, developed production support processes for claims transition of developed product into support, tracking/resolution of problems and release management. Familiarity with care and risk methodologies, in-depth usage of CMMi Model, analysis, reporting and metrics management as it relates to provider performance, PMO, Program/Project Portfolio's and corporate trending.

SAP:

• R/3.4x Overview
• ERP Architecture
• Planning and Implementation/Financial Modules
• Automating SAP NetWeaver Business Intelligence BI

CM Tools:

• PVCS
• Quickplace
• CaliberRM
• Niku/Clarity
• SSPR
• GDM Documentum
• SharePoint
• ChangePoint
• Accelare / WhatFirst / EPPM