SUMMARY

• Senior Project Management Professional well adept at leading cross - functional IT project teams and executive stakeholders in the delivery of on-time/on-budget, large-scale global programs across multiple lines of business with cumulative budget outlays in excess of $100 million.

AREAS OF EXPERTISE

• PMO Administration
• Stakeholder Management
• Agile/Waterfall/Scrum
• Coaching/Team Building
• Risk Management
• Resource Management
• Program/Project Management
• Scope Control
• Product Lifecycle Management
• Collaborative Leadership
• Budget Administration
• Change Management

PROFESSIONAL EXPERIENCE

Confidential, Houston, TX

Senior IT Program Manager

Responsibilities:

• Manage the planning and execution of high visibility, long-term IT and business programs leveraging formal project methodology; specifically in the creation of business cases, project initiation, development of comprehensive business requirements, identification of project interdependencies, testing strategies, design, and overall product lifecycle management (PLM).
• Develop project metrics, presentations, and dashboards for communicating the project health to executive leadership within the designated Project Portfolio Management (PPM) tool PMUWS.
• Conduct discovery and functional specification activities as part of the project work to include kick-off meetings, business and functional requirements reviews, scope reviews, and other major project milestones.
• Oversee large application projects across a vast array of domestic and international, cross-functional teams, while fostering a motivational, collaborative, and innovative work environment.
• Synthesize project status information to identify key risks, customer impact, financial implications, schedule delays, and issues that pose a material risk to the project, program, or business.

Confidential, Houston, TX

IT PMO Manager

Responsibilities:

• Collaborated with and directed cross-functional teams consisting of Business Analysts, Quality Analysis, Development, Solutions, Production, and Delivery leads across the software development lifecycle ensuring quarterly release cycles were accurate and met client’s expectations.
• Led a team of 11 Project and Program managers in the successful quarterly delivery of products and services to clients within the confines of scope, time, and budget
• Supervised post-production support and defect resolution of all quarterly project releases through the direction of an enterprise-wide Command Center. This was a centralized, mission-critical component ensuring client expectations were met while providing best-in-class defect remediation support.
• Actively participated in Portfolio Strategic Alignment initiatives through collaboration with the Corporate Planning Office to define associated programs, specific funding channels, and classifying the required benefits of each.
• Developed customized PMO reporting solutions to analyze daily, weekly, and monthly project activity resulting in improved efficiency, better quality, and effective portfolio management.

Lead IT Infrastructure Project Manager

Responsibilities:

• Collaborated with the CISO in identifying, prioritizing, and implementing the security project portfolio. This facilitated in mitigating current security threats through the successful implementation of the numerous Cyber Security projects and programs.
• Spearheaded a $3.5MM INFOR IPS-Hansen Community Development and Regulatory (CDR) project for the Department of Neighborhoods. The INFOR product allowed inspectors to utilize tablets, rather than paper-based reporting, to enter, send, and process information in real time; resulting in greater efficiency, enhanced reporting, and improved responsiveness and compliance rates for the city.
• A key architect of the Project Management Office governance through defining the project and program processes, including those related to project delivery, requirements management, change control, and user acceptance.
• Managed an enterprise-wide $1 MM Kronos Workforce Management upgrade project directly impacting over 20,000 employees and a bi-weekly payroll of over $40 million.
• Provided leadership to a team of Project Managers and Business Analysts to facilitate self-organization, solve problems and deliver projects and programs within the parameters of schedule, budget, and scope.

Senior IT Infrastructure Project Manager

Responsibilities:

• Lead project manager for multiple, concurrent global projects while simultaneously achieving milestones and ensuring projects comply within budget, scope, and time specifications.
• Controlled and directed global SAP FI/CO module projects with a cumulative budget outlay of $25MM.
• Accountable for project administration and implementation for HP clients through managing stakeholder expectations, administering product promotions, and ensuring timely project status reporting.
• Created and presented project dashboard information for worldwide project operations to C-level management. This consists of all current global projects, future opportunities, and risk mitigations under my purview.
• Led multi-national teams from Indonesia, India, Europe, and Americas as one of five project managers within Global Business Services division overseeing financial programs worldwide.

Confidential

IT Infrastructure Project Manager

Responsibilities:

• Led numerous IT projects geared around new application development and module enhancements within the Confidential Banner ERP system, as well as the respective coordination of operational readiness and business continuity requirements.
• Implemented a critical $3MM datacenter upgrade project. The project decreased the number of physical servers (Windows, Solaris, etc.) by 75% through the use of the VMware Infrastructure platform, as well as Microsoft Virtual Server. Thus, improving overall performance while reducing support and maintenance costs by 50%.
• Accelerated an enterprise-wide Dell Technology Refresh project that upgraded thousands of PCs, servers, and laptops across the district; technologically facilitating the college’s competitive advantage, while simultaneously reducing operating costs by $5MM.
• Enhanced previous policies, processes, and procedures for all aspects of project management operations through the creation of Confidential College's first Project Management Office. The result was an increase in productivity and more efficient resource utilization.
• Governed project activities instrumental to the success of a $300MM critical bond referendum that was instrumental for the college to meet the ever-growing IT needs of its students and faculty.