SUMMARY

• Seasoned PMP certified Sr Project Manager with 25+ years experience
• Software Development
• Agile/Scrum (certified ScrumMaster)
• ERP implementations
• Waterfall
• PMO Governance/Chg Mgmt
• Have managed $40MM projects utilizing in - house and on-shore/off-shore third-party development and implementation resources.
• Strong experience working with Business stakeholders to elicit & prioritize requirements while following SDLC, release, and change management process to successfully implement new applications, system upgrades, and migrations.
• Significant experience in leading large, complex programs requiring both technical expertise and political savvy. Highly skilled at detailed technical collaboration to drive solutions, and also creating non-technical presentations for senior management to communicate progress and challenges.

PROFESSIONAL EXPERIENCE

Sr Project Manager

Confidential, Englewood, CO

Responsibilities:

• In support of the PMO for Charter Engineering, have managed 10+ software development projects using Agile/Scrum with Jira/Confluence utilizing Kanban
• ScrumMaster leading teams of engineers through Development with handoff to Operations. Requirements gathering with Marketing/Product Management owners, or internal management for new technologies.
• Conducted frequent reviews with SVPs and Sr Architects following internal approval processes
• Train new project managers across the organization on the process and applications.
• Manage the Kanban process with departmental PMs, training new project managers across the organization on the process and the Jira application.
• Hold weekly and monthly review meetings with Directors through SVPs. Prepare presentations with agenda items, status charts, and various metrics charts.

Sr Project Manager

Confidential, Englewood, CO

Responsibilities:

• In support of the PMO for Enterprise IT, managed multiple large projects ($40MM+) involving SAP ECC, APO Demand Planning and Supply Network Planning, using hybrid Agile/Waterfall methodologies.
• Led meetings with Business stakeholders to define user stories, business processes and requirements. This included third party/external partners (HP, Cognizant, and PwC).
• Using Agile methodologies, iterate with Business and IT teams on developing and testing key functionality, master data, integrations, etc., building the application with confidence. Strategically utilizing prototypes and demonstrations throughout to ensure the Business team and third party partners approve the solution as it is built.
• Deployment and cutover change management with Business stakeholders according to identified schedule and timeline, including scheduled data migration and business process cutover to the new application.
• Go/No-Go/readiness review meetings following test and pilot phase with business and IT stakeholders
• Coordinated configuration and release management across various IT teams (Infrastructure, Application Management, BI/Data Warehouse, etc), following Release Management procedures.
• Continually identify and assess risks, mitigations, trade-offs to maintain schedule and budget, while delivering required functionality.
• Multiple presentations to Business and IT stakeholders (including VP/EVP/CxO level) on project status and challenges.

Sr Project Manager

Confidential, El Segundo, CA

Responsibilities:

• Led project to identify process bottlenecks in the IT SDLC teams (BA, Dev, Test)
• Documented >20% improvement in development throughput and system response time.
• A 1 year roadmap consisting of projects and milestones was created to implement the process improvements.
• Delivered key buy-in from VP- and Director-level management for the strategy.

Program Manager, IT Architect, and IT Governance

Confidential, Schaumburg, IL

Responsibilities:

• Led the global transformation program for Confidential ’s Cell Phone Division Supply Chain
• A 3 year roadmap was created with defined milestones, migration steps, integrations, process improvements, and timelines. Starting with over 240 disparate applications, the result was 21 total applications based upon a core Oracle 12 environment.
• Created functional and system-level models and use cases for senior management to understand how their processes and systems worked together, and how much inefficiency was inherent in their current architecture.
• >$8M was saved in 6 months by shutting down nearly 100 little-used applications (low hanging fruit).
• Led a global program that replaced all Windows-based infrastructure hardware (>1000 servers), which was already 5-7 years old.
• To meet budgeting deadlines, created proposals and consulted with global architects to get buy-in and accuracy. Led a 3-day workshop resulting in Executive presentation outlining the strategy
• Result was a 3 year program to replace all hardware and expand services for the same overall cost ($0 budget increase). Presented to VP of Infrastructure and the approved program was delivered to the outsourced technology provider (CSC) for implementation.
• Created the migration architecture and roadmap for Confidential ’s (separate) $6M consumer and $4B B2B eCommerce environments, meeting tight deadlines and budget to launch before the holiday season. Partnered with business VP and directors of eCommerce and Marketing, lead IT program managers, vendor architects, and Confidential IT operations. Deliverables included business process models, ERP integration models, and multi-year migration and global rollout timelines.
• Consumer eCommerce migrated from Digital River (ASP) to Sterling (Comergent)
• B2B eCommerce migrated from a legacy Microsoft .NET/Commerce Server to Siebel 8.0
• Implemented on J2EE platforms and integrated with Order Management / ERP, Credit Card processing, CRM, Content Management, LDAP, RosettaNet and EDI hubs, webMethods EAI, utilizing Web Services, SOAP.
• Led Confidential ’s IT Architecture Governance Board consisting of a matrix of 20 international multi-business unit, multi-functional team members. Developed policies, procedures, templates that established standards based upon functionality, procurement costs, security, technology, vendor strength, etc. This Board became partners and authority with the CIOs of each business unit, and worked in collaboration with the Product Engineering Governance Board.
• Led a team of functional managers which created a strategy for an Internet/Extranet corporate portal to interact with Confidential global customers. Presented numerous times to Corporate VP on technology chosen, costs, processes, timeline and rollout strategy. Vignette was chosen and the program was delivered to the functional IT team for implementation.
• Compared Vignette, BEA, Sun, Microsoft portal platforms for cost, functionality, enterprise fit, business and IT management processes and skill requirements, integration versatility, etc.