SUMMARY:

Senior Project Manager with 17 years of experience delivering enterprise-wide IT solutions and Programs to Fortune 500 companies spanning several industries including e-Commerce, SaaS, Energy, Healthcare, Financial and Banking Services, and Insurance.

PROJECT TECHNOLOGY SUMMARY:

Methodologies/Delivery Models:

Software Development SDLC Waterfall, Iterative, Agile, RUP, Scrum, OOAD , ITIL, Continuous Process Improvement CPI , ANSI, Product Life Cycle PLC , Capability Maturity Model CMM , Quality Management Six Sigma , Project Management PMBOK , Business Analyst BALC , Language and Localization Standards, Healthcare Billing, Payment Card Institute Data Standards PCI DSS

Technology Implementation:

SharePoint Server 2010, 2007, 2003 , MS Office 365 , Microsoft SCM, MS Team Foundation Server, IBM Rational Team Concert integrated with HP LCM , Cisco, WebLogic, WebSphere, Oracle Database 8, 10g, 11i , Oracle Fusion, Oracle Financials, CRM On Demand , AX Retail 2012 R3, Microsoft SQL Server 2008,2005,2000 , Windows Server 2008, 2003, 2000 , Red Hat Linux, Sybase, ADABASE, DB2, Lotus Notes, GEOBase, PeopleSoft, Tivoli, SalesForce, Bluebird, Chordiant Financial Framework, Plumtree Portal

Tools:

Microsoft Project/Server, Microsoft SCM, IBM Rational Suite RTC , SalesForce, CRM OnDemand , Clarity, Cognos ReportNet, Impromptu, PowerPlay , WBS Pro Chart, PlanView, Primavera now Oracle , TOAD, Erwin, Crystal Reports, IQ Reports, Hyperion Reports

ERP: HIS, SAP, Oracle/Fusion, SharePoint, File.Net, HP ALM QC and UTF , Salesforce CRM, Microsoft Team Foundation Server, MS Dynamics/AX 2012 R3 and Retail Server

PROFESSIONAL EXPERIENCE:

Consulting

Senior IT Consultant Program Management

Confidential

Professional Services Consultant - Senior Project Manager

• Provided Project Management Consulting for a large retailer and responsible for upgrading POS system to AX 20012 R3 in one state to work as a pilot prior to implementing the system in all stores across the United States. Responsibilities included:
• Developed RFP with a scoring matrix developed with input from the key business stakeholders
• Gathered costs and benefits to determine ROI
• Key Liaison between client and 3rd party POS vendor
• Managed a dispersed project team consisting of Business Analysts, System Analysts, DBAs and on and off-shore Development groups
• Worked closely with the Business Stakeholders, Subject Matter Experts and Business Analysts to gather requirements, perform gap assessments between various modules and document current and future state
• Solely responsible for developing and maintaining project schedule, budget and risks throughout the project lifecycle
• Designed and developed implementation plan for pilot program
• Pilot program executed successfully and transitioned responsibilities to internal Project Manager
• Complete ownership of student apartment leasing mobile application from inception to deployment Waterfall/SDLC
• Re-engineering financial system security to comply with SOD and SOX guidelines
• Architect SharePoint site for PMO to include Governance Dashboard, Project Documentation hierarchy defining all landing pages, search capabilities and security
• Facilitate working sessions with senior IT and Business Managers to develop metrics to support the selection of the right projects with high ROI and medium Risk
• Project Manager overseeing multiple projects for a 4 billion Energy company in Midland, Texas. 100 responsible from cradle to grave the following:
• SharePoint 2013 implementation
• Microsoft Security Compliance Manager SCM
• Microsoft 365 for 1,900 resources
• Business process working sessions to deliver a Business Continuity and DR plan
• Developing RFI/RFP scoring matrix for 3rd party vendor to perform security penetration and other related security testing
• In the role of Project Manager, oversaw for a large Oil and Gas pipeline manufacturer the replacement of a legacy CRM application and migrate clients to Oracle's CRMoD On Demand . Responsibilities included business analysis and project management using SDLC/Waterfall:
• Facilitated sessions with client to gather information and document current state
• Worked with technical leads to develop technical current state and future state
• Provided and training BAs and SMEs on performing gap assessment to address impact to existing business processes
• Developed business charter and ROI with Key Stakeholder
• Made presentation to Governance Committee to obtain project funding
• BA/PM responsibilities for project implementation from legacy PATT CRM to Oracle CRM
• Oversaw on-shore and off-shore development worked closely in providing understanding of business requirements
• Developed test plan strategy and test plans worked with clients to develop integration and UAT testing
• Contracted to implement a SaaS Point of Sale deployment for a medium sized e-Commerce company. Responsible for performing all due diligence on their current business processes and business model including review of current revenue stream and product pipeline forecast. Also in scope was a thorough review their current technical infrastructure to support operations and review scalability opportunities. Accomplishments:
• Gathered business requirements and documented current state
• Documented additional features and functionality needed for future state application
• Developed RFPs for potential POS Cloud/Service providers
• Developed a cloud usage policy that articulated the customers business processes and data that management agreed could be supported by adopting this business/technology model and ensure adherence to PCI standards.
• Terminated agreement with 3rd party application provider used since 2005
• Deployed SaaS POS with 3rd party vendor retailer was e-commerce no brick and mortar shops

Confidential

Business Intelligence Development

Contracted to backfill a senior project management position responsible for BI projects in Human Resources and upgrades to Marketing's Salesforce applications. Sole responsibility for managing 6 Agile/Scrum teams with a capital budget of 6M and 21 project team resources. This position serves not only as the PM accountable for tracking, monitoring and reporting financial costs for all projects using the company's EPMS but in addition to these tasks, serving in the role of Scrum Master accountable for: Agile Card Wall development and maintenance, facilitating daily huddles, story development and pointing, tasks estimations, burn rate charting, risk assessment and iteration/release planning.

Confidential

Program Manager- Software Development/Infrastructure/Data Services

• Contracted to provide all project management services to IBM customers including planning, coordinating and directing all aspects of a client implementation project from pre-sales to project completion. 100 responsible for overseeing requirements gathering and client sign-off, design, development, testing and deployment of IBM's ECM content management solution. Maintained the Salesforce including ensuring major new functionality was implemented to support the sales force with company customizations due to their existing practices and procedures to support ClearBlade's book of business.
• Additional responsibilities included re-architecting ClearBlade's content and documents using FileNet Content Manager and migrating to a new corporate extranet. This enabled ClearBlade's geographically dispersed team members to collaborate and communicate more effectively

Confidential

Senior PM -Software Development/Integration

• Senior Project Manager contracted to manage a mission critical Human Resources 2012 project to retire a legacy application from a recently acquired company's XTO HR application and to oversee a major migration of all data into Exxon's HR SAP system. 100 responsible as the PM to accomplish the following:
• Identifying and managing all project resources
• Served in BA role in gathering requirements, needs analysis, gap assessment and documenting business processes based SDLC/Waterfall
• Cost Management with weekly budget updates to Management on actual project costs and estimated cost to complete project
• Engaging XTO and ExxonMobil HR teams to participate in gap analysis, data gaps and/or differences in data nomenclature, develop implementation plan and appropriate data for cutover, thorough communication plan, business requirements document, risk management etc.
• Established good relationships with technical teams with both companies and worked to ensure best practices used and testing applied to all development
• Developed project artifacts: business and technical current future state Visio diagrams, project plan and schedule, change management, agenda, minutes, action and risk log and lessons learned. such as business current and future state and the technical current and future states using Visio

Confidential

Software Development/Deployment

• Managed a project team responsible for deploying an e-finance SaaS solution offering several financial services from inception to implementation working with on-shore and off-shore development teams. Project team used HP LCM tools and performed the following:
• SaaS contract negotiations and sign-off
• Developed cloud-based service level agreements regarding application availability, DR and data retention policies
• Requirements gathering and Business Stakeholder sign-off
• Oversaw design, test and user acceptance of software and ETL with financial institutions and adherence to PCI standards
• Testing with SaaS provider
• Training on reporting tools
• Used cloud based model specifically virtualization technology to gain efficiencies during data migration

Confidential

Software Development/Data Services

• Contracted as the Senior Project Manager who was solely responsible for the software development of a product development initiative for a Houston based medical school which was partnering with Reed Elsevier. Deliverables included developing a proprietary e-Commerce application and deploying an existing testing software in all Medical Universities and test centers in Houston, Texas.
• Project team was comprised of 16 developers on and off-shore , 3 QA, 3 BA, 2 SMEs.
• Managed six Agile Sprint teams to expedite delivery of a proprietary software application.
• Developed and mentored project team in challenge areas had direct impact on all raises and promotions for staff.
• Implemented pertinent PMBOK processes and procedures for the Reach Evolve services implemented by the Houston office.
• Key project deliverable areas were emphasized in business requirements gathering risk and design.
• Implemented industry standards to improve all projects going forward.
• 3rd Party contract monitoring and management dashboard reporting on all projects to key stakeholders

Confidential

Program Manager

Software Development/Integration

• Responsibilities included management of internal and off-shore project teams. 100 responsible for:
• ASP.NET environment PM responsible for all pawn and pay day loan systems across 27 states 64M project on and off-shore development groups - 47 project team members
• Enhancing the existing e-Commerce platform
• Business Process Flow and Technical Current and Future State defined and documented to ensure enterprise business and system integration points included in scope for successful delivery.
• Facilitated business requirements gathering and documentation, use case and storyboard development, creation of WBS breakdown with project schedule, Monitored/Controlled Development Effort Estimating, QA and UAT testing and customer final sign-off criteria.
• Managed internal and off-shore project teams throughout SDLC integrated SOA global delivery model planning all iterative development and implementations.
• 3rd Party contract monitoring and management of SOW EPC, Certegy
• Project Status and Reporting to Business Stakeholders, Governing Body, IT and PMO
• Responsible for performing due diligence on an IT strategic objective to deploy a SaaS delivery model and providing recommendation on the following:
• SaaS vendor candidates
• Developing service level, data retention and availability policies for a SaaS model
• Present to Governance Body
• Document outcome and next steps

Confidential

Software Development and Implementation

• Tasks and activities for both initiatives included:
• First Command is the largest provider of financial services to retired military families. Contracted as the Senior Project Manager to be 100 accountable and be sole responsible for leading the project team to accomplish two high profile initiatives:
• SAP Deployment for Marketing and Financial Services division
• Implementing a content management solution using FileNet
• Implementation of Advisor Application using PeopleAdmin
• Third party Contract Monitoring of all implementation roles, responsibilities and implementation costs associated with SAP implementation. And PeopleAdmin.
• Managed six AGILE sprint teams in the development and successful execution of interfaces integrated with SAP internally gap assessment process, OOAD methodologies and processes creating Use Cases, scope document, business current and future state document, technical current and future state document, gathering and documenting business requirements, system requirements, developing test scripts and adhering to project schedule
• Accountable for the production implementation of SAP ECC modules and compiling lessons learned to perform look back and evaluation.
• Responsible for Proof of Concept with advisor department on-line application and submission to obtain financial planning licenses using PeopleAdmin software

Confidential

Program Manager

Software Development/Data Services

Infrastructure/ITIL Business Continuity

• Senior Project Manager responsible for managing, overseeing and implementing software development projects consisting of 16 projects teams iterative and agile working concurrently on the company's mission critical, extremely complex application in an ASP.NET environment. Scope of projects included total integration of all interfaces with internal and external applications including:
• Software Development Projects
• Burlington Resources, a Fortune 500 company, was one of the world's largest independent oil and gas exploration and production companies. It was acquired by ConocoPhillips in early 2006.
• Program Manager for mission critical application - Volumes Management Financial System pays all royalty owners - required software development oversaw 16 developers and BAs working in AGILE pods
• PM for developing a data warehouse for Legal Team at BR. Migrated two terabytes of data from flat files and re-engineered data into a relational database with development of 400 reports and 4 interfaces to other applications
• Monitoring and adjusting E P application portfolio to align projects and resources with strategic vision. Cost Management budget > 6M, cost performance value applied in all phases.
• Project Management responsibility for continued enhancements of the company's mission critical application Volumes Management System, facilitation and collaboration with business stakeholders, system maintenance support, network, Engineers Architects, Developers and QA teams during requirement, design, implementation and testing phases average project team size 20 developers, BAs, SAs, QAs, DBAs
• Tollgate go and no go prior to every phase of SDLC
• Dashboard reporting and Look back Evaluations delivered to Governance on all projects
• Infrastructure Projects Accountable for cost, resource, schedule, scope and risk management
• Implementation from Plumtree ECM to IBM's FileNet Enterprise Collaboration Tools and Intranet/Extranet platform. Several factors led to a strategic change of direction in portal selection resulting in management's decision to select FileNet 2003 for its enterprise collaboration tool. A medium HP server farm was created containing several FileNet web applications. Content from the legacy portal was migrated to the new enterprise-wide collaboration portal. The corporate intranet was placed on this environment and the content from the legacy intranet was migrated. Multiple extranet sites were hosted here including the site for the Board of Directors.
• Data Facility Move Fort Worth to Houston, Texas .
• Disaster Recovery Project: Involved terminating 3rd party contract with SunGard and bringing DR in-house. Project included storage and hardware procurement and desktop configuration, setup and installation of applications.
• Enterprise Implementation of scanning and imaging application
• Mainframe and Storage Tek library retirement and data move to off-site storage
• Mainframe flat file data conversion to relational database 1.5 Terabytes including the development of 300 reports.
• Storage and Hardware assessment and recommendations performed through collaboration of IT Infrastructure teams and architecture requirements server farm using two SharePoint web front end servers tied back to a SQL cluster
• Post evaluation, project look back and project closure.
• Development of Implementation, Back-out and Disaster Recovery Plans
• Project Status Reports and Dashboard metrics to PMO, Business Stakeholders and Governance Body.
• Developed in collaboration with project teams Project Risk, Scope, Communication and Issues Management documents.
• Facilitated meetings using formal Agenda and Meeting Minutes documentation and monitoring/updating Issues Log.
• Managed all project teams
• PMO Value Added Recommendations Adopted and Implemented Training
• Client training on Business case use case and story board development.
• Client training provided on SDLC, Iterative and Agile development
• Corporate and Division Office Road Trips to Communicate, Promote, and Educate PMO new policies and procedures to upper Management
• Governance and Dashboard Reporting Metrics
• Defined Project Types and Categories for Capital Initiatives i.e., Run the Business, Grow the Business i.e., Hardware Upgrade or Software Development
• Project Dashboard reporting metrics
• Introduction and execution of a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups IT Service Line Managers, Business Stakeholders, Project Team, and PMO
• Designed lessons learned database for Project Managers
• PMO Process and Guideline Related
• Introduction and execution of a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups IT Service Line Managers, Business Stakeholders, Project Team, and PMO
• Designed lessons learned database for Project Managers

Confidential

Supervisor, Business Analyst Team

• Project Type Business Requirements Gathering and due diligence, Business Process Flow, Gap Assessments, SQL QA script development, Account Liaison/Manager
• Responsible for interpreting all 50 state rules for medical reimbursement related to workers' compensation.
• Worked closely with developers in creating requirements through documentation, storyboards and use cases.
• Developed test plans and scripts to test the system prior to client user acceptance.
• Managed QA process through implementation
• Acted as Account Liaison with Grocery Store chain Kroger in facilitating UAT, training and appropriate escalation of any issues post-implementation.
• Through hard work and dedication, was promoted to manage all BAs, QA and technical writing staff.