SUMMARY
EDUCATION
Project Management Professional (PMP)
Master of Business Administration, MBA
Finance
Bachelor of Science, BS
Industrial Engineering
PROFESSIONAL OUTLINE
I am a Senior Manager with over 12 years of experience. I have experience implementing projects from the requirements and management aspects for notable fortune 500 companies. I have the ability to translate requirements and strategy across organizational levels. My career began as SAP Basis/Security Analyst for Andersen Consulting performing hands on development of technical objects. My Project Management experience has span many industries over the last 10 years and has allowed me to acquire key skills to merge my MBA education with industry best practices.
SENIOR PROJECT/PROGRAM MANAGER – 12 years of Experience
Career Achievements
As the Senior Project Manager I’ve completed over 10 full life cycle implementations. All projects were completed under budget which allowed project funds to be used to streamline operations. Business Planning professional with expertise in Project planning who demonstrates excellent communication skills. Used resources effectively and planned projects using limited resources by performing resource leveling. Controlled project costs by effectively managing the project schedule and resource allocations. Improved project communication by managing conflicts effectively, developing better communication skills among the project team and running effective project team meetings.
Implemented successful Project Management tools such as: Project templates, checklists (milestone reviews), Microsoft Project, Score cards, team building and risk analysis at Pepsicola, Peavey and Home Depot. Expert in RUP, Agile, Waterfall, SDLC, RUP, Prince2, DSDM. Worked extensively with Quality Center at all stages of the project. Very knowledgeable of PMO processed and procedures around change management. Risk management professional currently studying for the CPA. Performed Business Process Management governance using ARIS. Using continuous improvement to measure Project Performance. Computer Skills:
MS Project, Clarity, Workbench, Primavera, IBM Lotus Notes Domino, MS Office Suite, MS Outlook, Visual Basic, SQL, Crystal Reports, Cognos Reports, MS SharePoint, Remedy, Novell, Windows 2000, Oracle 8i/9i/10G, SAP (PP-MM-SD-FICO-BI 7.0, ECC 6.0) Unix Sun Solaris, Unix vi Editor, Oracle Enterprise Manager, TOAD, and Desktop Support. Quality Center, SAP Solution Center. Master Data Maintenance (MDM), BPMN documentation. SAP R3 4.7, ECC 6.0, BW 3.1, BI 7.0, VIRSA Compliance Calibrator and Access Enforcer, EP 6.0 Enterprise Portal and NetWeaver , Customer Relationship Management (CRM) , Supply Chain Management (SCM) (APO), Supplier Relationship Management (SRM), Unified Modeling Language (UML), (JAD), iRise, Central User Administrator (CUA) and LDAP, (HCM), HR ESS Employee Self Service and MSS, Web applications, Iviews & Portal Roles.
Professional Achievements
Confidential,Chicago Illinois
Dates: March 2009 – January 2010
Role: Senior Project Manager – (Independent Contractor)
I was hired to help VP of the EBS group build and lead projects for it’s newly created Center of Excellence. Daily responsibilities include leading a team of multiple business areas responsible for moving functionality from design to Production. This involved leading project teams of 50 resources of on-shore and off-shore resources on multiple overlapping projects with a budget totaling 15M.
Lead the program management office (PMO) team to provide accurate project timelines and cost estimates for the analysis, prototyping, blueprint, realization, testing and “go-live” phases of the project initiatives. Ensure project activities are superbly allocated to align with priorities established by business. Through project deployment, foster and guide full adoption of common business processes, and cultivate super-users to strengthen business ownership and self-sufficiency. Active participation with the IT and business management teams to develop and measure project evaluation criteria and return on investment. Manage all phases of UAT, SIT testing cycles. Lead the planning, design, development, and/or support of the implementation related to all Pepsi 2009 Period 3&4 projects. Managed four full projects, average budget for each 1.5M. All projects had subprojects with subject matter experts (SMEe’s) assigned directly as staff. Financial Business Analysis expert in Financial modules for project plan. Serve as key member of the Pepsi PMO office and have total accountability for project success i.e. on time, within budget, and meeting requirements. Responsibilities also included cost management, as well as the mentoring of project team members. Directly manage the Blueprint and Realization using ASAP implementation methodology. Used HP Quality Center (Mercury) Suite of testing tools. Supported configuration, master data definition, and software development (RICEF). Confidential,Meridian MS
Dates: November 2007 – March 2009
Role: Senior Project Manager (Independent Contractor)
I was brought on to this mid-market client to assist the IT director with all upgrade related issues for the new implementation of ECC6 and BI installation. Roderick managed a team of 30 consultants onshore & off-shore on all day to day activities involved with converting client from BAAN to SAP FICO and SAP MM ECC 6.0 with a budget of 20M.
Regularly conducts schedule, resource allocation, cost, critical path, and risk analyses. Facilitates the process to capture business drivers, business requirements, and IT requirements and design Reports project status, issues, and risks directly to the Senior Director of IT and an Executive Project Board. Translate business requirements into system requirements and technical specifications. Manage the testing, training, implementation and support of system requirements. Oversee configuration of applications based on solution design and Concept of Operations. Provide point of contact for Sales and Operations relative to enhanced customer requirements. Configured End to End AP module including the Vendor Groups / Number Ranges, Automatic Payment Program, Configured Special Ledger Withholding Taxes, Check Settings Configured AP integrations to MM for various material movements (Automatic Account Assignments), Worked on LIV (Logistics Invoice verification) , linking of Vendor documents with EDI. Drive risk and issue management and escalation throughout the life of the project. Proactively track all Cost Savings/Avoidance and process improvement activities to show the value the strategic sourcing is providing. Lead the team for Enterprise upgrade and laid foundation for new ERP implementation. Using ASAP methodology conducted all tasks for Blueprint and Realization phases’ project. This included process definition, testing, configuration for support for the areas of sales order, pricing, availability check , shipments and invoicing, Responsible for project plan and report directly to the VP of Operations on all go-live related defects. Built production support team and set-up process for future roll-outs. Business planning for Peavey projects globally performed. Risk analysis of project delays or budget over runs performed weekly and reported to VP of operations. Driving standardization & process improvements across operating businesses in all aspects of planning and reporting, including SAP best practices. Very familiar with Agile Confidential,Washington, DC
Dates: April 06 – October 2007
Role: Senior Project Manager (Independent Contractor)
This project involved implementing SAP to assist the government in border security, emergency response and intelligence gathering. Roderick performed as a SAP technical Project Manager. Once completed, the software had the ability to track movements of people, ships, cargo and aircraft across borders and to alert authorities of individuals on watch lists.
Collected and analyzed data, providing executive metrics on estimating techniques, resource allocation managing/leveling, and quality performance to predict future outcomes and recommended improvements via PMI Methodology. Prepared and maintained project schedules, Gantt charts, and other project management documentation templates using MS Project. Reported project status reports and maintained documents such as: data dictionary, data flow diagrams, systems flowchart diagrams, and entity relationship diagrams. Driving standardization & process improvements across operating businesses in all aspects of planning and reporting, including SAP best practices. Worked as project manager to lead SAP upgrade to ECC6 6.0 Strong understanding of ASAP methodology for upgrade to release R/3 4.7. Responsible for the SAP SRM/e-procurement project. Responsible for the creation and management of the work plan and resources for the Enterprise Buyer, Catalog Management, Live Auction/Bidding Engine and Supplier communications. Liaison with corporate level Project Management Office for issue resolution, scope definition and deployment activities Maintained a monthly project dashboard and created change control requests if needed. Completed cost estimating and control monitoring. Collected and analyzed data, providing executive metrics on estimating techniques, resource allocation managing/leveling, and quality performance to predict future outcomes and recommended improvements via PMI Methodology. Prepared and maintained project documents such as project status reports, data dictionary, data flow diagrams, systems flowchart diagrams, and entity relationship diagrams for software and web development projects. Define business triggers, value streams (maps) and business processes to determine right technology fit. Developed the project plan for CRM mobile sales implementation. Research and implemented SAP changes for inefficies with master data, availability checking and pricing determination. Confidential,Atlanta, Georgia
Role: Senior Project Manager (Independent Contractor) Dates: March 2005 – April 2006
The purpose of this project was to assist Home Depot with the acquisition of the Mexican company Home Mart. This involved leading a team of Home Depot off-shore resources on day to day activities for the project plan. The budget for the project was in excess of 5M. The project required international travel and completed in Monterrey Mexico.
Take responsibility for generation and maintenance of project documentation. Organize and manage teams, and facilitate interactions necessary for achievement of project goals. Resolve conflicts among team members or between teams/functions as required. Identify resources for Home Mart Project and other constraints in achieving project objectives. Develop mitigation approaches. Solution Delivery - Lead all phases of the project development lifecycle - Design improved business processes and supporting systems to advance business goals and objectives: Coordinate across all departments of Home Depot. Establish process flow documentation - Manage the development of functional and technical specifications for system enhancements. Work with business units to gather requirements - Analyze requirements to define system solutions - Ensure feasible and cost effective solutions are implemented Managed the reorganization process of Mexico’s SAP R/3 implementation into Home Depot’s global corporate system. This included the creation, merging, splitting, or closure of organizational units. Performed an analysis of all Home Depot’s SAP systems. The requirements included a risk analysis of dangerous authorization objects and suggestions for improvement. Presented findings to Home Depot’s executive leadership team. Supported risk review board activities and provided oversight to ensure that schedule-related information is properly reflected in risk mitigation plans. Planned and managed several IBM projects involving interrelated disciplines and multiple stages of the systems development lifecycle using (SDLC) and (ASAP). Facilitated business case development, scope development, and project charter development sessions Maintained a monthly project dashboard and created change control requests if needed. Completed cost estimating and control monitoring. Confidential,
Role: Project/Program Manager (Independent Contractor) Dates: March 2004 – March 2005
This project involved the implementation of mySAP.com to streamline business processes and increase operational effectiveness. Once completed it was extended to the remaining nine centers.
Manage the consolidation of 145 legacy systems with Core Financial operation, eliminating incompatible financial systems and their maintenance costs. Coordinate test plan creation and testing effort - Identifying training requirements and manage training Manage the knowledge transfer from project team to support teams and ensure solutions are stable and supportable Accountable for tracking and reporting of project costs - Responsible for regular project status reporting to project teams Lead a 25 person, cross-functional project team of employees, contractors/vendors, and internal customers to successfully implement a financial trading information system. Manages the planning, monitoring, and controlling of the project plan using best practices and accepted standards of the project management profession. Establishes milestones and deliverable criteria and communicates progress against the baseline plan to the project team. Reports project status, issues, and risks directly to the Senior Director of IT and an NASA Monitors. Developed project scope document, which consisted of all major activities to be performed by technical staff. Met with senior level managers to gather inputs and discuss timeliness and objects for outputs Confidential,Atlanta, Georgia
Role: Lead Global BI Security Analyst Dates: July 2000 – March 2004
I performed as the senior SAP lead on a team of 6 employees. Performed high level technical architectural designs for senior management. Supervised a team of 10 Coca-Cola employees in 8 countries as part of multiple global roll-outs.
Responsible for the Global Production support of the BW landscape - Lead our security team and off-shore group in India with day to day BW/SAP security issues globally. Lead Business Warehouse upgrade from 2.0 to 3.1C - Work with project managers to develop the best global functionality of workbooks and hierarchy design. Enhance business processes for the Cola-Company by participating in a Global Audit and retrofit of ocur Ireland facility Managed and lead the technical architecture efforts related to the 2001-4, 2001-5, and 2002-1 Year End release(s). Liaison between the Functional and ABAP staff to implement special SAP enhancements and key business modifications as part of the upgrade to SAP 4.6B. Liaison between the Functional and ABAP staff to implement special SAP enhancements and key business modifications as part of the upgrade to SAP 4.6B. Confidential,Atlanta, Georgia Role: SAP Analyst Dates: August 1997 – June 2000
As a new analyst, Andersen initiated my career into SAP by allowing me to implement GE Capital on SAP. This project involved installing basic R3 functionality. After that project I worked with the Cincinnati and Chicago solution centers to develop roles and methodology software. The last project was with Halliburton in Houston Texas. This project involved working and leading a junior SAP security team on Andersen’s processes and procedures that I had documented at the solution centers.
The Tasks below represent work done for multiple clients and implementations:
Led security design sessions with Functional Leaders to determine which authorizations meet application needs and created those based on business requirements. Supported the SIR process, which involves working and problems solving issues brought up during testing. Led team of functional developers on the implementation of Andersen’s SAP compliance tool at corporate offices in Houston, Chicago and Cincinnati. Lead a team of 5 local and 3 International administrators on day to day tasks to support the business. Implement Employee Self Service version 2.0B for 3000 users. Developed the methodology for how to roll the product out to the user community. This involved setting up a separate user group and using SAP CATT to create the user base. Assist Auditors in identifying risks for system modifications.
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