Project Manager

Project Management, Strategic Planning, Process Improvement,

Business Analysis, Technical Writing, Vendor Management

A PM/BA with 15 years of operations experience and broad industry knowledge creating success from a business perspective utilizing experience in partnering with management, business unit, and technology stakeholders t research and document business requirements, workflow processes, gap analyses, test scripts, and training materials. Chaired periodic software release meetings in support of new applications, enhancements, fixes, hardware upgrades, dual site testing, and capacity planning t meet corporate initiatives and SEC mandated schedules. Provided leadership t individuals and specific project teams assigned t activities related t all phases of the SDLC process. This included project scope, proof of concept, proof of technology, estimations, process improvements, simulations, prototyping, testing, and documentation supporting post project follow-up, and centralized documentation meeting the auditing requirements of the program/project.

PROFESSIONAL DEVELOPMENT Corporate Sponsored Training

Leadership through Teamwork, Management Development, Project Management, Diversity Training, passed the NYSE Specialist Test, SDLC Processes and Iterative Methodologies, IS 9000 - Process Improvement, ITIL, Agile, HP PPM, Waterfall, Rapid Applications Development, User Centered Design Techniques, IS 13407 Approach t Human Centered Design, Technical Writing, Meet Me, WebEx, Adobe, SharePoint, and Lotus Notes.. Microsoft applications include: Project, Word, Excel, PowerPoint, Visio, Draw and Outlook Express.

EXPERIENCE

Project Manager, Home Lending Technology - Program and Project Delivery Confidential

Chaired brainstorming sessions with Iterative Release Project Managers t define/baseline the current SDLC reporting process used t produce the executive dashboard reflecting the most current project status. The conceptual solution focused on eliminating unnecessary vs. capturing pertinent data/information submitted. The solution resulted in standardizing project reports from each of the Application, Business, Development, Operational Project Managers allowing simple formulas in EXCEL spreadsheets t retrieve, calculate, and aut populate data from these standardized formatted reports int the KPI text fields of the executive dashboard. Automation als included the use of conditional formatting formulas auto-filling cell background colors t represent project health and KPI performance status. The effort eliminated the labor intensive manual dashboard entries and was well accepted by all Project Managers. A 100 page user guide was als submitted.

Business Analyst, Back Office Operations, Broker Dealer Services Confidential Facilitated requirements gathering t manage a discovery process that identified solutions t mitigating risk by eliminating the out-of-sync Cash amounts between the Broker Dealer Automated System BDAS and the Direct Deposit Account DDA system when Cash is placed on Hold . Discovery led t the use of existing components APIs/Objects found in the Bank's Commercial Paper process which became the most economical and feasible solution for this effort, thereby saving the cost of new software having t be produced.

Sr. Project Manager, Business Operations, PM Global Operations Confidential

Defined business requirements for the proliferation of thin client technology companywide. Executed the Proof-of-Technology 20 participants and the Proof-of-Concept increased t 115 participants phases in an effort t identify constraints and limitations of this technology vs. business needs. Introduced Thin Client WYSE/IBM technology t London, New York, New Jersey, and Ohi office locations. The results of these tw phases fed the Business Case phase with actual solutions allowing management t accurately budget costs with confidence and move the project int HP PPM's implementation phases, i.e., extending the 115 participants t the targeted 10,000 - 30,000 units. Documents submitted included hardware testing, performance/load testing Blade vs. IBM 3850 racks , bandwidth testing, user questionnaire analysis, etc.

Sr. Project Manager, Middle Office Operations, PM Department Head Confidential

Worked closely with development/operational teams t ensure requirements were being met t generate plans for tw Custodial moves, i.e., Arnhold S. Bleichroeder t JPM Chase and BoNY t E TRADE Canada. The plans supported US clients t received payments in US and Global clients t receive payments in the currency of the country of settlement. The plans identified critical operations preparations required for a smooth transition. This included SEDOL/ISIN/CUSIP analysis, identifying position breaks, preparing market entry tax documentation, defining cash account segregation processes for 7 Corporate Actions , identifying dead accounts, and executing a test run. A proactive 80 preparation and 20 implementation approach was embraced by management and the core team. The test run proved that more work was required prior t the targeted start dates.

Business Analyst, Back Office Operations, Broker Dealer Services Confidential

Served as a liaison between the Business, Operational, and Development groups t perform a business application gap analyses for the back office Bookkeeping system upgrade. The focus was on the Bookkeeping business functions/tasks which included all sub G/Ls supporting products such as REPOs, Fail Tracking, Interim Accounting, Billing, Fixed Income Adjust, Coupons, FED/DTC P I, etc. The Gap Analysis included:

• Paper prototypes PC business simulations t test user concepts gain approval for implementation.
• One-on-one interviews group presentations t manage expectation levels of stakeholders.
• One-on-one, user group, and departmental training sessions orchestrated for NYC and Dallas.
• Documentation included: User Task flows vs. Business Rules vs. Modified screens, User Guides,
• Inconsistency Reports, training scripts, and new trouble shooting tickets.
• The above work generated non-ambiguous business requirements thereby reducing the amount of bug/fixes found during the post-production period.

Responsible for business analyses, documentation, Management/Development/Operations/UAT/QA liaison, and training in support of back office operations automation. This effort moved business functions from a FORTRAN based platform t an ORACLE based platform w/GUI . Work generated involved performing gap analyses, managing user expectations, requirements gathering, troubleshooting, training, and the generation of User Manuals. Systems included REPO, Fail Tracking, Interim Accounting, Billing, Fixed Income Adjust, Coupons, FED/DTC P I, Bookkeeping, Master Security Database MSD , The MSD included all investment product lines, e.g., Equities, Fixed income, Bonds, etc. All systems were delivered within the scheduled time frame and budget.

Director Market Operations Confidential

• Managed the design and implemented a new Trading Room, i.e., 30 Broad St 25 mil system 40 mil facilities . Oversaw preparation of contract negotiations, acted as contractor liaison, and maintained capital expense budgets. Conducted the RFI's and RFP's processes in an effort t evaluate responses in a clear and concise manner, identify best solutions, and acquire best and final responses for the new trading room. These efforts reduced the initial systems budget by 5 mil 20 .
• Directed Architectural Firms such as SOM Skidmore Owings and Merrill , Interior Design firms such as HLW, Electrical Consultants such a JB B Jaros Baum Bolles and General Contractors such as Morse Diesel and Gustafson. The team was awarded the 2004 Interior Design/Fit-Out Project of the Year award.
• Automated Specialist re-location process in support of Specialist moves/buyouts/takeovers/bankruptcies by eliminating manual labor-intensive share volume calculations for each 344 trading positions within the 5 trading rooms. The effort gave quicker what if responses t the Trading Floor personnel in terms of crowd management.
• Gained consensus on the Floor Layout design of a new Remote Network Operations Data Center 5mil . Negotiated with several operation departmental heads t reduce the number of Unix and Windows ports required per station and raised their awareness level of the new facilities constraints and limitation thereby fitting their operational requirements int the allocated budget.