• Senior Project Manager of Lawson S3/M3 complete life-cycle implementations, conversions, upgrades, SDLC customizations of functionality and interfaces via Agile and Waterfall methodologies engagements included Crystal Reports, Kronos, change management, end user training, and business needs and process analysis.
• Project engagements included finance, healthcare, private sector, government, not-for-profit, aerospace, automotive, manufacturing, electronics, insurance, K-12.
• PMP Certificate 1303518 renewed through 2015
• Functional knowledge and project experience in SAP, Baan, People Soft
• Skilled in use of MS Project 2010 and Microsoft Office tools

Project Experience

Confidential

Contract Project Manager, SDLC projects in Master Network Program, Supply Chain Network Optimization. My 22-month assignment as a contract Project Manager included leading SDLC teams to design, develop, test, and deploy various modifications to legacy ERP and Supply Chain systems. This work was performed by both DZA and InfoSys resources, in the USA and in India. The work also focused on decoupling from outmoded legacy systems and migrating to other systems that better met the needs of DZA across the USA. Depending on the projects due date and budget constraints, InfoSys and DZA's own IT staff would use either Agile or the Waterfall methodology when creating or modifying existing applications.

Confidential

Confidential

: Project Manager for this K12 client of > 30,000 teachers and staff. Engagement involved the upgrade from 8.03 to 9.01 of the Lawson System Foundation, data conversion and validation, FIN, PROC, LBI, ESS, HR/PR, Crystal Reports migration. Installed LP Absence Management .This engagement involved business process analysis, Functionality Differences sessions, training matrix development, training rollout, project issues identification and management. Used SharePoint as project repository. The team consisted of >20 client resources, and six-ten CIBER resources. This was a 14 month project 2009-2010. Budget > 1 Million

Confidential

: Project Manager for this not-for-profit planning city development planning entity The project consisted of: 1 a Business Intelligence needs assessment and deployment recommendations and cost-analysis and 2 the implementation of the Lawson Time Management to replace the client's legacy TM system and the running of PR with the new LTM installed software The engagement involved BI process discovery analysis, architecture cost/feasibility analysis and timeline recommendations. The teams consisted of >30 client resources >10 CIBER resources. This was a five month project ending in 2010. Budget > 250K

Confidential

: Project Manager for the Planning Phase of this engagement designed to assess and analyze the agency's legacy Chart of Accounts and then their setup and testing and deployment via Lawson v9.01 FIN. The team consisted of >8 client resources, and three CIBER resources. This six month project ended in 2009. Budget > 200K

Confidential

: Project Manager and Business Process Analyst to assess client's legacy manufacturing system and compare it to what is offered via the full M3 v7 suite of software. This engagement involved interviewing management, end users, and others throughout two manufacturing facilities in the LA area the end-result was a comprehensive report presenting CIBER's understanding of where M3 could enhance the span of activities from quote to cash in the context of manufacturing, SCM, and CRM across the spectrum of operations at all North American facilities a final PowerPoint presentation of CIBER's findings and recommendations was given to Lisi's American and French executive management. The client team >30 resources the CIBER team consisted of three resources. This was a four month effort, which ended in 2008. Budget > 75K

Confidential

: Project Director overseeing the CIBER Project Manager in an engagement to upgrade the client from Lawson 8x to Lawson 9.01, including the

Lawson System Foundation to v9 suites involved were HRIS, PR, and BN, and LBI/Crystal Reports migration. Client resources >8, CIBER resources >five the seven month project ended successfully in 2008. Budget > 400K

Confidential

: Project Manager for an engagement that involved implementing Lawson's v9 requisitions/remote self-service. This was a highly successful project, completed on time and within budget. Client team five resources, CIBER team three resources, plus the client's remote ASP host. Project ended in 2008. Budget 275K

Confidential

: Project Manager for the upgrade of Lawson 8x to LSF9 environment. This was a challenging project from a technical point of view and there were many issues to manage through to resolution. Project was successful, within budget and on schedule. Client team >six resources, CIBER team five resources. Project ended in 2007. Budget 290K.

Sisters of Charity Healthcare: Project Manager for the install of Lawson ESS/BN install in LSF9 environment. Client team three, CIBER team two. Project ended in 2007, on schedule and within budget. Budget > 150K

Confidential

Contract Director, Lawson ERP Project Management, PMO Office

• In this contract position I reported to the VP, ERP Supply Chain Management, who led the PMO and who reported directly to the Senior VP for Operations at Corporate HQ in Marriottsville, MD. I had direct management responsibility for Bon Secours' own internal Lawson implementation teams about 25 resources strong and various external consulting resources engaged in implementing Lawson finance, materials,
• and supply chain management software 8.03 at ten different campuses offering acute care within the Bon Secours nine-state, 30,000-employee health care network.
• In all, ten different hospital campuses were the focus of this onsite work that I oversaw as Director of Lawson Project Management. This meant that I had to set expectations and work closely with the executives at each campus, as well as keep corporate management in the loop. Stake holders were demanding, but it was challenging and very rewarding work for me to fly from site to site where my teams were engaged in all aspects of full-cycle upgrades and installs of Lawson 8.03 software.
• I also had PMO responsibility for the Central Stores facility that was built and brought online in the Richmond VA hospital complex. This involved monitoring issues, risks, and reporting same back to corporate, and assisting in their resolution whenever necessary. This facility enabled central sterile and supply chain management distribution to be brought inside the campus structure. The cost savings over using McKesson and other distributors was significant and the overall project was the first of its kind within the Bon Secours healthcare network along the US east coast from MI to FL.
• My last assignment was to manage the pilot implementation of Lawson HR/PR at two key Bon Secours' hospital systems: one in KY and the other in NY. The KY install of HR/PR included the upgrade of their legacy Kronos system. External consultants were engaged in this work as well, and were under my overall supervision, as was the CIBER project manager working onsite with these resources.
• I also tracked the annual budget > 9M in expenditures, and reported overall status of install projects and budget expenditures and projections to executive management at Corporate HQ on a regular basis. The hospital implementations I was responsible for were at these locations: Richmond/Hampton Roads, VA Suffern, Warwick, Riverdale, and Harriman, NY Greenville, SC Baltimore, MD and Ashland, KY.

Confidential

• Webster Bank of CT: Project Manager for Lawson 7x to 8x FIN and HR/PR upgrade Edison Schools: Project Manager for Lawson 8x FIN/GL install -- 2000
• Port Authority of NY and NJ: Project Manager of MS Exchange 2000 Install in WTC and in NJ Port Authority as a back-up system -- 2001
• Jupiter Media Metrix: Lawson 7x FIN install PM
• Doris Duke Charitable Foundation: Lawson 7x 8x FIN, MM, HRIS, MSC re-engineering from quote-to-cash PM
• Brodeur Worldwide: Lawson 7x Finance, SEA, Crystal Reports install

PeopleSoft Practice

• XL Capital: PeopleSoft FIN/HRIS CE
• XL Global Services: PeopleSoft HRIS 7x 8x upgrade CE

Confidential

• PACCAR: Baan iv2c MFGR/SCM
• Mettler-Toledo: Baan iv2c MFGR/SCM
• British Steel: Baan iv2c MFGR/SCM

Confidential

• Vision Quest: 7x to LSF9 upgrade/HR/PR/BN/PA 7x to v9 upgrade Private Education 2/2007 6/2007
• Bechtel: -- SAP R/3 HRIS/FICO May-August 2003
• Dana Corporation: Lawson 7x MM/IC and Baan iv2c Quote-to-Cash, MFGR/WH/SCM/DIST Tier 1 Automotive Parts Manufacturer 11/1999 10/2000
• LeCroy Corp: for Baan iv2c US and international install of Quote-to-Cash, MFGR, FIN, SCS, OE, DIST High-tech Electronics March October 1999
• IBM Global Services: -- SAP R/3 FI/FICO/TR through Beta release for Lucent Technologies Telecommunications February July 1997
• Carrier Corporation: -- Baan iv2c MFGR/SCM Lean Manufacturing Planning/Scheduling Kaizen, Kanban and Mixed-model Sequencing