SUMMARY

• Results oriented professional with extensive experience in IT program and project management.
• Effective leader, known for stepping up to challenging projects and motivating matrix teams to succeed.
• BS in software engineering, Masters Certificate in project management, PMI PMP certification, IBM Senior PM certification, CSM certification from Scrum Alliance, and Master of Arts in Teaching Mathematics.
• Experience in software development, application ownership, business processes and operations.
• Eighteen years of project and program management providing full life cycle management for IT projects in several industries such as financial, education, retail, insurance, outsourcing.
• Successful track record of applying best practice PM waterfall and agile methodologies and standards including requirements analysis, stakeholder management, risk and issue management, change management, budgeting, and scheduling in order to initiate, plan, track and close projects.
• Managed projects for billing, fulfillment, process improvements, compliance, software development, infrastructure, and deployment. Experienced in PMBOK, SDLC, Waterfall, Agile, SEI - CMM and WWPMM.
• Expertise in business controls, cybersecurity, audit compliance, and business process analysis.
• Experienced mentor, trainer, tutor and teacher.

TECHNICAL SKILLS

Tools: MS Word/Excel/PowerPoint/Visio, MS Project and Project Server 2010, SharePoint, Outlook, Clarity, Lotus Notes

Methodologies: PMI - PMBOK, SEI-CMM, WWPMM, SDLC, Waterfall, Agile

Software and Systems: DB2, SQL Server, Oracle, WebSphere / Java, MQ-Series, Mainframe MVS / VM, Windows, Linux, Unix (AIX)

PROFESSIONAL EXPERIENCE

Confidential

Project and Program Management

Responsibilities:

• Project managing $12.8M project to upgrade and lift ERP vendor system to the cloud.
• Stakeholders span several areas: HR, Accounting, Budget, Payroll, Supply Chain and IT.
• Department manager of seven ERP development, support and reporting resources.
• Project managed six internal projects to develop and support sales organizations’ applications and reporting tools.
• Managing thirty resources in five countries, following SDLC practices and using Agile and Waterfall methodologies and Wiki collaborative project team rooms.

Confidential

Project and Program Management

Responsibilities:

• Engaged to save a troubled project to move the Office Depot Rewards website into the Office Depot website, converting all members and enabling single sign-on. The project had made no progress in six
• months. Implemented Scope and Stakeholder management and PMO governance and turned the project from red to green in four weeks.
• Managed a merger program to convert the first Office Max store to Office Depot toolsets and back-end systems. Implemented a governance structure to manage thirteen project managers in fifteen key IT areas, 132 resources and a budget of $4.2M to deliver a pilot rollout in six months.
• Impact Business Group at Raymond James Financial Services 2012 -2013
• Lead PM for strategic program to create a consolidated data system (CDS) to support client and financial analyst facing applications.
• Responsible for platform transition from SQL/Windows to Oracle/JBoss, as well as planning of the architecture, design, code, test and deployment of the data system using an iterative waterfall (agile) approach.
• Interfaced with PMs and business owners for source and target applications as well as the middleware Enterprise Service Bus (ESB) development team.
• Led a team of 18 resources with a $5.4M budget.

Confidential

PMO

Responsibilities:

• Managed the on-boarding of the New England College’s first online set of under-graduate degrees, hosted at Bisk. Interfaced with the college’s staff and IT department, and managed Bisk’s IT team to build the infrastructure.
• Managed a team of 25 resources, responsible for all deliverables from sales and marketing to class start. Created re-usable templates for project schedules, technical integration requirements and customer presentations.
• Managed updates to sales and marketing systems, including a proof-of-concept project to compare third party Lead Management System against internal system.
• Transition Manager for GSMRT reports during client transitions from the eESM problem and change management tool to the newer strategic ISM (Maximo) tool.
• Worked in the PMO to deploy new products for health benefits and enhancements for COBRA. Interfaced with product owners, IT and functional business units to ensure completion of operational deliverables.
• Collaborated with commercial product innovation team to create standard project management processes, templates and tollgate definitions to establish project management rigor in support of both Waterfall and Agile/Scrum based SDLC methodologies to integrate across all lines of business.

Confidential

Responsibilities:

• Managed strategic program to update audio signal encoding methodologies for TV ratings. Followed the Better Products Quicker PM processes and reported status to the executive governance board
• Managed the end to end planning for the overseas procurement, software upgrade and deployment of 4000 television station encoding devices.
• Managed the planning for software upgrade development and deployment to 120,000 customer in-home ratings meters to capture the new broadcast audio signal.
• Managed 20 resources, including offshore and on-site TCS vendor employees, suppliers, electrical engineers, and software developers. Responsible for a budget of $3M of the $8M overall program.

Confidential

Project Manager

Responsibilities:

• Delivered the project under budget and schedule due to the use of lessons learned from similar projects.
• Eliminated several manual procedures, tightened security and implemented business controls.
• Created re-usable deliverables, templates and education package.
• This will streamline future installations saving an estimated $50k and three months duration per instance.

Confidential

Project Manager and Application Owner

Responsibilities:

• Managed requirements, development, deployment and testing for the asset management, reporting and CPU utilization tools CMI, GSMRT, SRM and TUAM, enabling billing for 2000 midrange x and p series servers.
• These were billed stand-alone or as virtualized AIX LPARS and Windows VMWare guests.
• Managed technical teams to develop Tivoli Inventory scanning to report midrange server middleware, such as WebSphere, DB2, SQL, MQSeries and Oracle, increasing revenue by $150k /month.
• Drove the implementation of processes across several organizations to improve data quality, reducing the number of client billing issues to zero.
• Managed the audit certification of TUAM, a strategic Tivoli tool which meters CPU utilization data for billing and charge-back. This ensured financial data integrity for $1.2 M in monthly revenue.
• Managed several concurrent projects with team sizes of 5 to 30 resources, spanning several US, and offshore locations.
• Followed IBM’s World Wide Project Management Methodology (WWPMM) and reported status to the IBM Project Executive team and client executives.
• As application owner of TUAM, interfaced with customer and technical teams, to resolve issues and manage releases while maintaining customer satisfaction, data accuracy and audit compliance.

Confidential

Project Manager and Business Process Owner

Responsibilities:

• Managed requirements, testing, deployment and audit certification of strategic utility metering application suite.
• Managed $2M of the $12M program budget and twenty technical resources. Presented with vice president award for successful delivery of a critical project.
• As the business process owner of usage metering applications, managed requirements, compliance, process improvements, operations and development projects.
• Interfaced with technical teams, customers, users and executive stakeholders and provided global direction to Europe and Asia Pacific partners.
• Project managed several business systems software development projects under the Technology Integration organization on Websphere midrange and mainframe MVS and VM platforms.
• Adhered to SEI-CMM level 3, PMI, and WWPMM project management methodologies and waterfall software development processes for mainframe, Java and Websphere, utilizing MS Project.