SUMMARY:

• Seasoned professional with expertise managing cross - functional business and technical projects, programs, and products with strategic and tactical enterprise-wide impacts affecting internal and external stakeholders, including vendors and business partners.
• Servant leadership style in coaching teams and addressing risks, impediments, dependencies, and assumptions
• Facilitate Agile Ceremonies, including Sprint Iteration Planning, Backlog Grooming, Daily Stand Ups, Sprint Retrospectives and Release Planning
• Prepare Agile deliverables, including User Stories and Epics
• Experience with internally installed and externally hosted SaaS, cloud based SOA

TECHNICAL SKILLS:

Industries: eBusiness, eCommerce (B2B and B2C), Software, Payment Processing, Retail Trade, Wholesale Trade, Telecommunications, Hospitality, Travel, Transportation, Financial Services, Secondary Mortgage Market, eLearning, Insurance, and Health Care

Methodologies: Lean/Agile, Scaled Agile, Iterative, Waterfall, PMBOK, Scrum Alliance and PMI Guidelines and Standards, and Industry Best Practices

Program/ Project: Multi-Million Dollar Budgets; Small, Medium, Large, Complex Strategic and Tactical Projects and Enterprise Level Programs

Teams: 15 to 20 Direct and Indirect Reports; Matrixed Program and Project Teams with Hundreds of Members; Employee; Consultant; Business Partner and Vendor

Team Location: Enterprise-Wide, Geographically Dispersed, Onshore and Offshore, Cross-Functional Business and Technical Teams, Multiple Vendors, and External Impacts; Remote; Telecommute; Distributed; On-Site and Co-Located

Environment: Cloud Hosted, Web-Based, Device-Agnostic, Responsive Design, Wired and Wireless Network, Client/Server, Mainframe, PC, Mac and Mobile Devices, including Tablets and Smartphones, Object-Oriented, Relational and Hierarchical Data Bases, Data Marts and Data Universes

Software: New In-House Development; Maintenance; Upgrades; COTS; Internally Installed and Externally Hosted SaaS

Project Management: Governance; Change Management; Risk and Issue Management; Internal and External Stakeholder Management; Management Reporting; Project Dashboards, Metrics and Scorecards; Data Governance; Data Conversion; Data Migration; Agile Ceremonies; Quality Gates; Internal and External Audits and Assessments

Communication and Facilitation: Multi-cultural and multi-generational facilitator, who builds consensus to simultaneously drive multiple projects through all SDLC (Systems Development Life Cycle) phases and effectively presents ideas and information to internal and external business and technical audiences at all levels, including executives.

Tools: MS Project; SharePoint; MS Office (Word; Excel; PowerPoint; Visio); JIRA; PPM (Project Portfolio Management); Planview; Clarity; Adobe Acrobat; DOORS; Remedy; Service Now (SNOW); Siebel CRM; PeopleSoft eSalesRep; salesforce.com

Standards: SDLC Model Phases, e.g., Initiation, Planning including Needs Assessment, User Stories, Epics, Business and Systems Requirements Analysis and Design, Development, QA (Quality Assurance), Testing, Configuration Management, Release Integration, Deployment and Support, Lessons Learned/Retrospectives, and SOE (Standard Operating Environment)

Other: CRM (Customer Relationship Management), BPR (Business Process Reengineering), TPM (Third Party Vendor Management), Documentation, Training, Policies, Procedures

RECENT AND RELEVANT EXPERIENCE:

SENIOR PROGRAM/PROJECT MANAGER/SCRUM MASTER

Confidential, Maryland

Responsibilities:

• devices, for entrepreneurs, independents, micro and small businesses. Working with an offshore development team.
• Act as Agile Product Owner, Agile Coach and Scrum Master, as needed.
• Current focus is on design and build of minimum viable product (MVP)
• Prepare and review documentation, including user stories and epics, system architecture and data dictionary.
• Developing marketing strategy, including proposed social media marketing campaigns, product branding and positioning, pricing models and options. Preparing for beta and launch.
• As Senior Project Manager at Marriott International, support projects within Sales and Revenue Management.
• Work with enterprise-wide, geographically dispersed, cross-functional business and technical onshore and offshore teams, and with multiple vendors.
• Facilitate interactions between multiple business stakeholders and IT technical teams.
• Manage full SDLC through deployment and support following both Agile sprint and Waterfall methodologies.
• Track and report on schedule and budget. F ollow established change management process. Work with Procurement to create and finalize SOWs (Statements of Work). Ensure timeliness and adequacy of communication and training.
• Identify and manage risks and issues, implement mitigation strategies, and measure progress.
• Work with internal IT teams and external service providers to manage use of environments, resolve complex technical issues, and coordinate integration of releases, infrastructure and network changes.
• Manage upgrade of Oracle BIP (Business Intelligence Publisher) from 10g (32 bit) to 11g (64 bit), including installation of many new virtual servers, clustered for development, test, training and production. BIP produces an average of 22,000 customer-facing and internal reports per day from Siebel CRM.
• Support property management program changes that impact Marriott’s CTAC (Centralized Travel Agency Commission) system, which processes approximately $500M in commissions per year; modifications include maintenance enhancements, but major focus is integration, conversion and regression testing, and production implementation.
• As Program Manager at AARP, responsible for enterprise level implementation and operation of Teradata Marketing Operations (aka Aprimo Marketing Studio) cloud based, externally hosted applications with DAM (Digital Asset Management) interfaces, used to manage planning and execution of AARP multi-media informational outreach and campaigns at the national, state and local level that target current and prospective members.
• Establish and maintain program roadmap and governance, including data governance.
• Set up and facilitate CAB (Change Advisory Board) meetings.
• Act as liaison and point of escalation, both internally and with vendor. Coordinate integration of vendor maintenance releases, infrastructure and network changes. Facilitate resolution of production incidents, e.g., SAML SSO incompatibilities.
• Ensure project needs with program implications are addressed at the enterprise level.
• Manage transition of program’s change management tracking from Unisys’ BMC Remedy Action Request System to HCL’s Service Now (SNOW) System.
• As PMO (Program Management Office) Senior Project Manager at Fannie Mae embedded with business functional teams responsible for release planning, change management, business analysis and requirements, and documentation and communication to integration partners.
• Provide project and program management expertise to both business and PMO management.
• Plan and track incremental, overlapping phases and releases.
• Negotiate with PMO and PQO (Program Quality Office) to adapt standard Waterfall SDLC and deliverables to follow an iterative, collaborative modified Agile methodology.
• Coach managers and leads on standard SDLC for both Waterfall and Agile.
• Prepare status updates and dashboards.
• Identify, track, and resolve key decisions, risks, issues and action items.
• As Senior Project Manager at Fannie Mae, coach SOA (Service-Oriented Architecture) solution provider team on standard Waterfall and Agile SDLC compliance and required deliverables, track health of each release through execution of incremental Agile sprint based project plans, and coordinate communication of relevant status information.
• As Chief of Staff for Capital One’s PL&R (Problem Loans and Resolution) within Consumer Credit Risk Management, act as key liaison to all functional groups.
• Ensure collaboration among groups, track multi-million dollar departmental budget, prepare and consolidate briefings, such as executive dashboards and risk mitigation strategy updates.
• Manage enterprise-wide, geographically dispersed, cross-functional business and technical team to develop and deliver complete and accurate new financial reports to government monitoring agency (SEC) within required timeframe to comply with regulatory policy changes.
• Evaluate, document and track business processes and procedures to address regulatory compliance requirements and internal policies in preparation for internal and external audits.
• Manage third party vendor relationships, including vendor selection RFP (Request for Proposal) process, information assurance risk assessments and remediation efforts, coordination of contract negotiation, and ongoing vendor monitoring.
• As Senior Project Manager at Amtrak, concurrently manage multiple pilot projects within the infrastructure and mobile handheld sub-programs of Amtrak’s eTicketing (electronic ticketing) Program.
• Work with enterprise-wide, geographically dispersed, cross-functional business and technical teams, and with multiple vendors, to develop and launch pilots.
• Facilitate project relationships between internal business stakeholders and technical teams (representing Marketing, IT, Engineering, Operations, Finance and Training), state partners, and vendors (mobile handset, digital data service and content providers).
• Pilots represented iterative incremental proofs of concept for innovative business policy and process (reservations, sales, ticket collection, revenue recognition, etc.) changes, and technical solutions integrating customized COTS and proprietary applications. For instance,
• Use cloud based SOA (Service-Oriented Architecture) to exchange digital data over the web between a central database, a distributed database and a mobile scanner.
• Enhance website to allow passenger to purchase and print a ticket with a 2-d barcode with embedded ticket data.