Sr. Consultant Resume

SUMMARY:

15+ years as a senior program manager leading portfolios of enterprise level technology services/ process improvement projects budgeted to $20 - million using:
Project paradigms (Waterfall, Agile) that fit the culture and needs.
Project/ process improvement processes (SUITE, ITIL, CMMI, PMBOK, Agile, SAFe).
Project Management and Presentation tools (ChangePoint, Clarity, MS Project, VersionOne, Jira, TFS, Rally Visio, PowerPoint, SharePoint, Word, Excel)
Clear persistent communication across all participants and stakeholders from team to C-office.
Primary concentration in software, infrastructure and process improvement projects in large private sector and government enterprises.
Extensive PMO responsibilities in budget modeling/ management; risk assessment/ management; enterprise-wide partnership; PM/ BA mentoring.
Certifications:

PROFESSIONAL EXPERIENCE:

Confidential, New York, Lansing

Sr. Consultant

In two engagements as Program Manager and Project Manager led
Governor mandated/ state-wide process improvement program (MICWRAP) with a focus on embedding Statewide processes in SUITE. Areas/ projects within the program included Cyber Security, Department of Health and Human Services, Infrastructure, Disaster Recovery, and Change Management.
Portfolio of projects covering Geographic Framework, Dept. of Transportation and FirstNet.
As Agile Coach/ Scrum Master led Scrum led process transition for State of Michigan Department of Health and Human Services (DHHS) Teradata data warehouse web solutions.
As Program Manager within the Commercial Credit Data Governance PMO ran a portfolio of 5 projects focused on BI enhancements, ETL processes and audit finding process improvement. Supported/ coached transformation to Scrum teams. Led PMO efforts to form SAFe scaling to the Release Train level.
As Program Manager/ Agile Coach within Data Governance PMO and Enterprise PMO:
Ran a portfolio of 3 to 5 concurrent projects covering project methods re-engineering; regulatory reporting data quality/ process improvement; audit finding remediation; and enterprise data lineage.
Led Agile transformation of projects, processes and teams scaling to the SAFe Program level.
Coached two Online Channels teams as part of 20-team Release Train. Involved in refining PMO Scrum and Kanban reporting metrics. Involved with SAFe process and reporting scaling to the Program and Portfolio levels.
As Program Manager in the Enterprise PMO ran a $20-million project portfolio covering investment management transition across three banking centers to a consolidated COTS platform; CCAR regulatory data warehouse, analytics, reporting focused on the loan book and securities held for sale; and transition of Wealth Management data and applications to a consolidated platform. Responsibilities covered a portfolio of 10+ projects and 4 projects managers.
As Program Manager led project delivery/ project management process development within the Enterprise Order Management division of JP Morgan. Efforts covered business value technology delivery, process re-engineering and methods re-engineering.
On average the project portfolio included 6 projects across 4 Agile Project Managers. Led Agile transformation to Scrum and Kanban. Was responsible for all reporting back to the enterprise PMO.

Confidential , Lombard, IL

Senior Program Manager

Full responsibility for construction/ rationalization/ management/ reporting to the C-level of a $12-million, 2-year modernization/ transition of BNYM global fund accounting technology covering 7 project managers of 100+ cross-division/ company team transitioning 3,000+ BNYM users.
Managed SunGard project managers in external facing projects transitioning new clients to SaaS services. Projects could run weeks to many months with 4 projects in the portfolio at any one time. Led a PMM transformation to Kanban processes.
Led/ oversaw internal and external audits running 2+ concurrent projects.
Led application review/remediation focused on database security and performance.
Oversaw the review/ improvement of internal process in Change, Problem and Incident Management.
Led numerous projects covering technology/ process improvements/ stress testing in this area.

Confidential

Sr. Consultant

As Program Manager led five projects in: financial instrument subject matter expertise; risk model development; clearing application development; operation processes and product marketing. Teams were split between GFC consultants and LCH employees.
As Senior Consultant ran a six project portfolio of a WiFi trading tablet development (composed of four sub-projects), several BAU projects and a traffic monitor/ performance system. Each project in the portfolio had a team of three to eight members and ran from several months to years.
Program Manager ran a portfolio of four process/ technology projects leading several project managers. Directly led a project methods transition project.

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