SUMMARY:

• Experienced Project Manager in infrastructure delivery, software application development and client initiative implementations.
• PMBOK (PMI), CMMI methodology trained.
• Solid experience in managing project stakeholder relationships.
• Ability to manage multiple projects and large project teams (Developers, Architects, Portal teams).
• Virtual/Off Shore project team management experience.
• Financial project analysis skills
• Experienced in Client Relationship Management and senior management communication.
• Strong risk analysis and risk management skills.

TECHNICAL PROFICIENCIES:

• MS Project Enterprise
• Office 365 Suite
• VISIO
• Daptiv
• Lotus Notes 10
• OnBase
• Netware, NAS, SAN, Virtual Environment, WAN, Cloud

PROFESSIONAL EXPERIENCE:

Confidential, Nashville, TN

Sr. Project Manager

Responsibilities:

• Managing the “BOSS” (Business Operation Support System) portfolio - phase I. This portfolio is inclusive of data lifecycle management, governance, auditing, logical data model development to support downstream reporting, analytics and transactional systems.
• This phase is in support of future work that would drive sustainability initiatives including CRM, Workflow, Analytics, Management Operating Systems and etc. BOSS consist of 5 project tracks - MMR, Medecon, MOS, CareAllies, and Universe. The goal of this phase is foundational.
• In addition to providing team leadership, the management of project team leads and their supporting teams are also my responsibility as well. This role requires the communication to key stake holders of senior level on a weekly basis. KPI Dash Board preparation and presentation, along with financial accountability are managed by me as well.

Confidential, Florida

Sr. IT Project Manager

Responsibilities:

• Assigned to managing large complex infrastructure projects supporting Carnival Corp. headquarters’ and their worldwide cruise fleet of 26 ships.
• The management of project efforts for both Data Warehouse and Carnival application areas for Confidential to shore and shore to Confidential delivery requirements were also managed within their PMO environment.
• The Carnival infrastructure environment included several different operating and hardware platforms (Red Hat, AIX, Windows, EMC, Confidential XIV, etc.).
• Data Warehouse PM activity included the responsibility for leading and managing multiple parallel projects involving servers, storage, memory, and networking activity.
• Hardware application projects were handled by internal and outsourcing services.
• The aforementioned were managed in both an Agile/Scrum (application development) and Waterfall (hardware projects) environment.
• In this role I manage all aspects of implementation from requirements gathering, analysis and design, configuration and testing, through deployment and support for both Data Warehouse and application deployments.
• This role requires the development of detailed work plans, assignment of responsibilities, organizing inter/intra- departmental activities, conducting project meetings with senior executives and corresponding resources, and the creation of project management artifacts. Weekly and monthly communication and multitasking skills are a requirement in my current position. Teams managed include, Networking teams, Data Base, UNIX, IT Security, Oracle, vendor out sourcing/off shore teams, etc.
• On time implementation of the DDBoost tool which will enable Carnival Data Warehouse to back up directly to Data Domain
• Lead project to complete bi-directional Oracle Golden Gate implementation from POC to live for Confidential to Shore DB assessment

Knowledge base includes: MS Project, Visio, Daptiv, Win Office Suite, Power Point presentations, Informatica, Cloudera, UNIX, Oracle - Golden Gate

Confidential, Orlando, FL

Sr. IT Project Manager

Responsibilities:

• Assigned to large-complex projects. Key client facing accounts managed included United Launch Alliance, Spirit Aerospace and the M&W Group in Ehigen, Germany.
• Projects managed were in support of large scale infrastructure server centric storage/migration moves to new environments ( + servers).
• The successful decommission and replacement of the Lotus Notes environment and additional legacy systems at Spirit Aerospace, Wichita, Ks.
• Additional project platform migration moves while at Confidential included UNIX, LINUX, and SUN environments.
• Project responsibilities include the complete project life cycle, project team leadership, and fiscal accountability.
• Communication of project milestone activity to Sr. executive management is performed regularly. The management of Networking teams,
• Lead System Architects and Developers are responsibilities managed.
• Project tools used were weekly/monthly status reports, issues/risk log, change request, and PCB’s (Project Control Book’s). All project were managed by agreed to customer and Confidential DOU’s (Document of Understanding).
• Project lead success included the infrastructure server migration of the M&W Group servers to a new centralized “Cloud” environment.
• This was an international project involving the countries of China, Israel and Germany.
• This project also represented the initial use of a new cloud deployment tool at Confidential .
• Knowledge base includes MS Project/Office, Share Point, Lotus Notes and project “WAVE/BAM” methodology. Migration tool used are, Plate Spin, Double-Take and Cloud Management Services.

Confidential, Orlando, Florida

Sr. IT Project Manager

Responsibilities:

• Accountability for end to end project delivery
• The management of project work within Express One (PMBOK/Agile) delivery methodology
• Issue and Risk Log management
• Effective coordination and management of application teams, ex. Business Alignment Teams, Planning Operations teams, the EPMO and Execution Teams. Senior management level executives were also reported to as well
• Project types managed were CRC’s (Capital Review Committee projects).

Confidential, Longwood, FL

Sr. IT Project Manager

Responsibilities:

• Responsibilities include overseeing the successful development and execution of application projects, managing all assigned technical resources, resolving project execution issues, while managing scope control and cost commitments.
• Successful risk and time management duties were also responsibilities.
• My PM duties were to manage the entire project life cycle from the engagement phase through go-live and project close-out.
• Project management practices (ex. Agile/Waterfall) and industry standards were applied primarily for the development of Web base projects, (ex. micro sites).
• Complex projects involving pricing and marketing strategies were also implemented as well.
• These projects were in support of the Confidential 58 districts throughout the US and Puerto Rico.
• The technical environment supported is a Sears custom ERP based platform.
• Management tools for the use of project planning/tracking and resource scheduling included the use of MS Project Enterprise and SharePoint.
• In this position I reported directly to the Sears Leadership Team (SLT) Director of the PMO & Strategy, VP of Sales, CFO and additional senior management team members.

Confidential, Baton Rouge, LA

Sr. IT Project Manager

Responsibilities:

• The successful installation of XRM/CRM would also extend the customization and feeds needed to meet Customer Engagement Technology ( Confidential ) program commitments for Campaign Management, Customer P Management and Delegate Authority Access. Confidential ’s base size totals between 900,000 - 1mil members.
• The methodology used to manage this effort is based on PMBOK principles and supplemented with Waterfall, SDLC and Agile methods.
• The projects scope, implementation schedule, resources, QA activities and closure are areas of responsibility. The establishment of strong communication with corresponding business units and stakeholders were imperative.
• Environment supporting tools include Sharepoint, Planview, MS Project and Office Suite products. Communication with Sr. (VP) and Directorship management are held on a regularly schedule basis.
• Issue logs, Risk logs and the Implementation Run book were created and are maintained for this project. Daily and weekly status meetings with associated teams and stakeholders are also held regularly.
• This project also requires the adherence to internal Change Control processes. The XRM project resources managed include off shore, third party, FTE’s and consultant resources. the XRM project deliverables were implemented per documented schedule (on-time).
• Additional projects were assigned to me upon completion of this project as was the offer to extend my contract.

Confidential, Dubuque, IA

Project Manager/Program Manager

Responsibilities:

• Assigned to the WellPoint account I managed (Project/Program managed) a variety of technology based and client driven initiative IT projects.
• As Program Manager responsibilities included: the management of project activities across product engineering and business solution architecture teams within the PMO, 8 -20 projects were managed at any given time.
• Project types managed included SAN/NAS storage migrations, WAN implementation, web application/portal, WebSphere server rollouts, and server decommissions.
• Client initiative projects included a national rollout for the destruction of server disc at WellPoint to meet Confidential HIPPA compliancy laws.
• Projects ranged from “moderate to complex”. Associated environments include; SQL, Oracle, Sybase, Windows, Citrix, Linux, Unix and others.
• Project management activities included the leading of status meetings, report generation and analysis, resource management (developers, architects), and weekly communication with Sr. account executive management teams.
• Project SOW and associated contract reviews for project implementation and delivery were activities performed regularly.
• Virtual teams (India and Brazil) and third party vendors were also managed as well. MS Project, RPM, VISIO, Claim and Lotus Notes are the primary tools for activity management.
• Participation included involvement in client strategy planning sessions and a leadership role in implementing agreed to task.
• Project value to WellPoint would be a savings of $5M - $9M a year. SLA’s are being managed at 97% -100% rate. Active leadership role on process improvement teams at Confidential .
• Project management is ongoing at Confidential .

Confidential, Lake Mary, FL

Project Manager

Responsibilities:

• Assigned and managed multiple projects nationally and internationally within the Enterprise Content Management (ECM) banking and Credit union environments.
• The Confidential Corporation is a Confidential 500 corporation providing automation ECM solutions to more than 16,000 banking and credit union institutions.
• The project solutions delivered included; High-volume ($100K - $5M) Imaging Management, Document Composition & Formatting, Disaster Recovery, and ECM solutions.
• This work environment also provided significant exposure to the coordination of item processing enhancements, internet banking implementations, and Check 21 processing.
• The management of these project types included frequent client strategy planning sessions and additional opportunities to grow the account contract base.
• Project efforts managed included; project initiating, planning (resources), executing, tracking and many successful close-outs. s include being assigned to 53rd Bank as Lead Project Manager. 53rd Bank is premier mortgage lending institution with $99.8 billion in assets.
• This assignment also represented the largest contract managed by our division. Other significant Project Management s were the initial integration of our ECM product Nautilus with other Confidential Core products, ex., CUSA, Aperio, Signature and Integrasys.
• Additional notable projects included implementations for the Government of Guam and in Alaska.
• I consistently lead the project management team in Professional Services revenue generation.
• Projects were consistently delivered within scope, on time and within assigned budgets
• Project scheduling and task details using project management tools, (MS Project), such as reports, tracking charts, checklist were used regularly
• (SOW) Statement of Work initiation, preparation and delivery to assigned project clients
• Effectively identify, document and communicate project expectations to project stakeholders
• The ability to manage multiple projects were applied consistently at Confidential
• Budgeting and data analysis skills (Earned Value Management-EVM)
• A clear business understanding of what determines a successful project outcome for the customer and company
• The successful management of third party vendors, developers, consultants and Q&A teams
• Direct reports managed, 8 - 30+ team members
• Workflow project implementation
• Enough domain knowledge to understand domain - specific issues involved with projects deliverables; to be able to anticipate, identify, and plan for critical project risks and obstacles

Environment: OnBase software technology (Nautilus), Enterprise Server, Thin and Thick client, MS Windows Server, MS SQL Server. Dell and HP servers, Fujitsu scanners, NAS and SAN device implementations, AS400. Item Processing, Check 21.

Confidential, Atlanta, GA./Birmingham, AL

Project Manager/Program Manager

Responsibilities:

• Successfully ensured that chartered project work packages were completed on schedule and that project goals met the business, technical and established quality requirements.
• Multiple software Application HPT Project Teams, Team Leads, System Architects and developers reported directly to me (6-20).
• Functional project task activities included overseeing and managing the estimating, planning and pre-project analysis in order to secure project authorization.
• In addition, the design, construction and testing were also areas that I managed.
• The change control process and the development of detailed Work Breakdown schedules were also responsibilities. Project status/metric reviews, for both clients and internal senior management sponsors were performed regularly.
• Earned Value and ROI were metrics applied in this work environment.
• Produced deliverables consistently on time.
• Lead project team assigned to revise Group and Division coding standards (JAVA and COBOL).
• Developed and implemented division wide documentation (Documentum) policy standards.
• Successfully lead department divisions from Level I CMM to CMM Level 3 (Capability Maturity Model).
• Project Risk manager for the LMOS Replacement project ($30 million project).
• Lead member in the SEPG (Software Engineering Process Group) and Best Practices Team to enhance PMO performance.
• Contract extension ed.

Environment: Message Broker Data Bus (MBDB), DB management, Oracle RDBMS, JAVA, COBOL.. Hardware - SUN E 10K network environment (OS SUN Solaris). Project Management tools - MS Project & Central, ABT Workbench/NIKU, VISIO, MS WIN.