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Project Manager Resume Profile

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Professional Profile

Confidential is a Program Manager and his focus primarily revolves around managing the transition of services, applications, systems and the outsourcing of People, Process and Technology. He is an accomplished information systems' professional with 30 years of infrastructure, application, people management and program/project management experience. He has managed programs with budgets that have exceeded 20M. He has extensive experience in program/project management, Outsourcing both as a customer and a provider and Process/Quality Management. He has worked on multiple implementation programs in various roles and has managed infrastructure and application development work, as well as process improvement programs. He has had the responsibility for ensuring that the use of technology and tools data warehouse tools i.e., ETL for Teradata, Oracle, DB2 to include IBM mainframes were utilized properly across the organization s according to standards. He has provided reporting and roll out management functions for cloud based services and related security. He has made recommendations regarding tools and the related implementation to engineering teams regarding cloud bases services. He is well skilled in the use of Incremental, Waterfall and Agile methodologies, practicing these on a regular basis to accomplish the goals of the programs/projects assigned. He is an excellent communicator who possesses strong business development and ITIL Information Technology Infrastructure Library skills.

Employer History

Confidential

  • As part of a newly developed Program Management Office PMO , dotted line reporting to a
  • State Motor Vehicles Commission Director, Mr. Hancock was responsible for the performance of extremely large sized technical infrastructure programs, and/or a large technical program in accordance with contract requirements and company policies, and state of New Jersey procedures and guidelines. Collaborated with cross-functional team, business stakeholders to understand the contract and financial objectives of the overall engagement and shares this understanding with the project teams as necessary.
  • Directed and supervised all support resources for the performance of project assignments and activities.
  • He was responsible for the implementation and management of the change management process. He managed the Change Control Board CCB for the NJMVC MATRX organization. This entailed developing the process, documenting the process and overseeing the day-to-day changes which needed to be implemented for the program platform which he supported. He also had responsibility for managing risks and issues, communications across the leadership teams and escalating as necessary to the next level of management.
  • Managed/authored and formalized all the documentation as it relates to the technical direction of the project and/or program through the design, testing and implementation phases in accordance with corporate objectives, State of New Jersey and current SDLC methodologies for formal approval by the State of New Jersey MVC.

Confidential

  • Reporting directly to the Vice President Enterprise Data Reconciliation, and dotted line to the organizational PMO Director, Mr. Hancock planned and executed large and/or complex infrastructure build project s , including milestones, resources needed in the form of staff hours, budget in excess of 20M use of technology and tools data warehouse tools ie., ETL for Teradata, Oracle, DB2 to include
  • IBM mainframes and document in project plan s following established project management methodology Agile, Incremental and Waterfall . Recommended/suggested tools and related implementation to engineering teams regarding cloud based services. Responsibilities included for providing weekly, monthly status reporting with regard to milestones, deliverables, and dependencies. He provided reporting and roll-out management functions for cloud based services and related security.
  • Reported on progress of program, use of staff, expenditures, progress on milestones and the like, to application owners, technology platform teams and senior management.
  • Confidential managed infrastructure build projects for new applications development and/or major enhancements to current applications and will work with various application teams and Technology Information Officer TIO technology platform/engineering teams including databases, Unix, networks, web logic, etc. He managed the release of Current Off the Shelf COTS SAP financial reconciliation/accounts payable tools into the enterprise data applications utilizing Agile 4 to 6 week sprints and Waterfall methodologies. He was influential in developing the change management process for this new 'fast track' implementation which was being utilized for the implementation of the COTS tools into the software applications. He collaborated with all necessary teams to ensure the readiness for changes across the organization, thereby ensuring the effectiveness of the corporate change management programs that were to result in the early adoption of a new COTS solution.

Confidential

  • Mr. Hancock performed the role of Sr. Global Infrastructure Program Manager leading the deployment of global projects within the ICS Integrated Customer Service Center and for the Business Intelligence BI Program within the Michelin/HealthNet/WellPoint account s . Responsible for ensuring that the use of technology and tools data warehouse tools ie., ETL for Teradata, Oracle, DB2 to include IBM mainframes were utilized properly across the organization s according to standards. He worked extensively in the Michelin World Headquarters offices in Clermont-Ferrand France, spending two to three weeks per month at Michelin's home offices.
  • The objective of his assignment was to synchronize the sub-projects, check overall quality and completeness of approach/deliverables and lead a strong execution on a global basis.
  • Single point of contact for infrastructure and the economics of a consistent invent it once and replicate it many times in various worldwide zones
  • Act as a focal point for all new project requests and validate project requirements
  • Manage the program to ensure that the Project Managers who run them apply consistent, high quality, methodologies and achieve the expected objectives assigned and re-distributed duties among the staff to meet timelines and workloads
  • Work with the appropriate financial manager s to ensure proper funding available for the project currently funding for this program is running close to actual responsible for the smooth transition of SAP accounts payable, forecasting, planning and budgeting tools across the globe
  • Ensure that customer initiatives are properly captured and translated into Work Breakdown Structures as required
  • He managed the release of Current Off the Shelf COTS SAP financial reconciliation/accounts payable tools into the enterprise data applications utilizing the necessary SDLC techniques/methodologies
  • He was influential in developing the change management process which was being utilized for the implementation of the COTS tools into the software applications.
  • He collaborated with all necessary teams to ensure the readiness for changes across the organization, thereby ensuring the effectiveness of the corporate change management programs that were to result in the early adoption of a new COTS solution.
  • Communicate with the appropriate Program Managers within the respective account s as to the status of sub-projects
  • Research best practices within and outside the organization to establish benchmark data, and utilize process improvement and change management disciplines to achieve results
  • Work with appropriate internal personnel for annual budgeting of resource hardware, software, manpower current funding for this Program is approximately 22,000,000 per year last year under-run of budget was achieved by 10 due to efficiencies found by self and project team.
  • Provide recommended/suggested tools and related implementation to engineering teams regarding cloud based services
  • Confidential managed large, complex enterprise transition projects. He has led diverse IBM teams to ensure seamless transition of service to Global IBM and customer support centers. In his role he has had overall transition program management for the Americas business processes of Applications Management, infrastructure procurement/implementation and systems programming functions to Global IBM delivery Centers as well as customer delivery centers globally. He was responsible for off-shoring the back offices functions implementation of SAP financials tools from the US to Bangalore, India, spending months at the Bangalore site to get it ready for cutover in March 2006. He had total end-to-end responsibilities for the change management process for all transition projects which were off-shored during this period. Responsible for ensuring that the use of technology and tools data warehouse tools ie., ETL for Teradata, Oracle, DB2 to include IBM mainframes were utilized properly across the organization s according to standards. He provided recommended/suggested tools and related implementation to engineering teams regarding cloud based services.

Confidential

  • Mr. Hancock performed project/program management functions for the transition of the Help Desk organization into the newly formed Americas End User Services organization EUS planned, scheduled, and integrated work plans, financials 18M budget , technical resources and feature status reports using Project management software and techniques.
  • He project managed/implemented customer initiatives from initial concept through development, deployment and support of Global Resourcing GR activities to IBM/BTO Bangalore India. This transition required that a customized solution be developed and delivered to the customer because of the extensive network implementation issues which occurred on the project this was accomplished and the project was delivered on-time and within budget 18M budget .
  • Results: Achieved seamless migrations and integrations that were transparent to client customers, accomplished with no unscheduled downtime and delivered by as much as 750K under budget.
  • Confidential Confidential managed the transition to Steady State the ANS SUN System Administration Tower within the IBM ANS organization he managed the LNS SUN System Administration Tower with the IBM organization into the SUN System Administration Tower within IBM Global Services AT T Account. . He managed budgets of up to 15M and cross-functional teams of up to 50 developers, programmers, analysts and network specialists.
  • .
  • He managed the transition of the IMO Service Desk Help Desk organization into IBM Global Services. The project was initiated to provide overall management for the Service Desks with the Managed Operations MO organization supporting the AT T Account previously there had been no coordination between the organizations within MO that allowed for a single entity to effectively partner with the customer for each Service Desk.
  • Results: Achieved seamless migrations and integrations that were transparent to client customers, accomplished with no unscheduled downtime and delivered by as much as 100K under budget.

Confidential

managed the support of the 5E platform environment three project teams of as many as 15/20 members on each team many of whom were contractors managed the contract activities as well as the respective contractor budgets . He managed the administrative functions, financials 20M budget , and end-to-end change management process for all application and production deliverables for not only the 5E platform, but also the entire directorate during this period. This also included all quality management change initiatives for the organization. He supported the development of budget development functions for the organization. He partnered with Leadership to complete ISO baseline audit s for organization managed subsequent Internal Audits for the development organization. He developed the process model used by the organization to become more process oriented. He developed and implemented a strategy for Q4-Q0 testing that minimized staff requirements and maximized the knowledge base. Responsible for ensuring that the use of technology and tools data warehouse tools ie., ETL for Teradata, Oracle, DB2 to include IBM mainframes were utilized properly across the organization s according to standards. He managed the release of Current Off the Shelf COTS SAP financial reconciliation/accounts payable tools into the enterprise data applications utilizing Agile 4 to 6 week sprints and Waterfall methodologies. He was influential in developing the change management process for this new implementation of the COTS tools into the software applications

Confidential

designed, created, developed, implemented, project managed the Fall Commitment View FCV budget process and built an ACCESS database to control data for FCV. He managed the division administration including OE, R D and Capital budgets and financials.

Confidential managed the implementation of process management and quality disciplines with the AT T Technical Training Organization he partnered with the directorate/VP level teams within the organization and facilitated the use of quality principles and process management in the day-to-day workings of the organization. He managed the release of Current Off the Shelf COTS SAP financial conciliation/accounts payable tools into the enterprise data applications utilizing current SDLC methodologies.

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