Summary

Seasoned Executive and Project Leader in the Project Management and Technology industry for the past 20 years. A catalyst, problem solver, and coach for global organizations with a flair for recognizing opportunities, selling new ideas and developing human resource systems. Special depth in Project Management, Development, Training, System Architecture, and ERP applications. Managed the largest PeopleSoft Shared Services Project in the history of the United Stated within the Public Sector. Extremely Detail-oriented and possesses strong leadership skills. Has managed project teams up t 200 individuals including 7 Government Agencies. Has run and built PMO's of various sizes for organizations. Instructor at New York University delivering courses on Project Portfoli Management, Instructor for various PeopleSoft courses, Instructor for PMI Project Management course based off the PMBOK methodology. Past President of PMI New York City, and PMI Global Committee member for the PMI Project manager Competency Development Framework. Experience working with Business clients throughout the U.S. and International business community, and in both the Private and Public sectors. Excellent communication skills in dealing with customers and Senior Management and exceptional at building relationships and partnerships with team members and managing vendor relationships. An energetic, innovative professional wh has a sense of team, cares about people, and has proven t produce results within tight time constraints and during stressful situations.

PROFESSIONAL EXPERIENCE

Confidential

Management Consultant

PeopleSoft Project Manager/Training Lead

• Training PM Lead overseeing project management of various initiatives managing a team of 15 consultants.
• Oracle's PeopleSoft 9.1 Implementation: Moving from Confidential ERP system t Oracle's PeopleSoft 9.1 ERP system. Goal is t have a single ERP system with a standard set of data and processes in place t reduce the overall timeline and cost t convert the new acquisitions ont the common platform and Shared Services organization. Oracle modules in scope are:
• Financial Management- General Ledger, Payables, Grants Management, Contracts, Expenses, Receivables, Billing, Project Costing, Asset Management.
• Supply Chain Management- Inventory, Purchasing, eProcurement, Supplier Contract Management, Strategic Sourcing.
• Human Capital Management- Human Resources, Payroll, Workforce Administration, Compensation, Benefits, Position Management, Manager Self Service, Employee Self Service, Time Labor.
• Project Management: Responsible for managing the Training Team, running daily PM activities including weekly Team Lead Reports, Executive Status Reports and Metrics, and Issues Risk logs/Issues Risk meetings.
• Project Scheduling: Built Project Work Plans using MS Project outlining deliverables, milestones, and integration points across workstreams.
• PM Integration/Dependencies: Introduced, built and managed an Integration Dependency Management Look-Ahead Reporting structure which identified key integration points and dependencies for all cross-workstreams of the Program in a 3-month look-ahead report and meeting.
• Risk/Issue Management: Responsible for tracking Risks and Issues across the program and holding weekly Risk Issue management meetings t work through mitigation strategies.
• Trainer: Delivered PeopleSoft Training t over 4,000 learners at the following Hospitals: Franklin Square Hospital, Good Samaritan Hospital, Georgetown University Hospital, Harbor Hospital, Union Memorial Hospital, Washington Hospital, Montgomery Hospital, St. Mary's Hospital, National Rehabilitation Hospital, Visiting Nurse Association, Diversified Entities, MedStar Corporate Services, and MedStar Health Research Institute.
• Oracle User Productivity Kit UPK : Utilized/built Oracle UPK's t supplement Instructor Led Training for various modules, t illustrate high-quality simulated transactions.
• SharePoint: Utilized SharePoint t centralize project documentation and share project schedules and training documentation for stakeholders.
• Post Implementation Support: Managed the Command Center for Georgetown University Hospital supporting HCM and Time Labor based transactions. Involved working through critical break-fix issues training refresh sessions.

Confidential

Project Management Consultant

• NYC 9-1-1 Emergency Communications Project: Currently the largest 9-1-1 Emergency Communications project in the United States, at 1.2B, handling more than 11 million calls per year, will transform how the New York Police Department, Fire Department of NYC and EMD call centers communicate and operate in NYC. PM Head consulting on various Project Management and Process Improvements across the enterprise.
• Project Management Office: Responsible for rebuilding the PMO, with various process improvements such as the DED 'Deliverable Expectation Document', Project Plans, PM templates, Executive Metrics, Executive Project Management Reporting including Risks, Issues and Watch Point Reporting.
• Departmental Coaching: Responsible for providing consultation and coaching t NYPD's PMO, FDNY's PM and OCEC's Program Team. Introduced Executive 3-6 Month Look Ahead approach with the core focus of Integration Management, providing and illustrative version of the Project Work Plan. Mentoring staff for Project Management certification roadmap and career development programs.
• Training: The Training Lead for the Program, managing all other Project Managers and workstreams t manage the entire Life Cycle as it pertains t Training Build and Delivery.
• Budget: Managing the 1.2B budget from a Program Management perspective, in providing ETC Metrics, forecasting analysis and actuals.
• Change Orders/CCB: The Change Control Board Chair, managing the overall Change Control Process for the Program, als implemented solutions t further streamline the Change Order process.

Confidential

Project Management Consultant

• AtTask ProjTrak Project: Managed all aspects of project t get stakeholders t buy-in and utilize this Project Portfoli Management Software system AtTask which is used t report project status t all NYU Executives. Project involved standardizing data elements, building cross-functional process flows, unifying various departmental Project Life Cycles t conform t the application, and ran Executive weekly Project Status Meetings.
• Adjunct Professor: Trained over 150 NYU Project Managers on the AtTask Project Management system, and all-day 8 PDU course, including Resource Management, Portfoli Management, Program Management, MS Project Schedule Integration, Project Life Cycle mapping and Individual Group Exercises.
• Departmental Training Coaching: Primary clients included IT departments, Finance departments and various PMO's in NYU PSO- Project Support Office, GPMO- Global Project Management Office, ePMO-.edu's Project Management Office . Introduced methodology t various divisions for tracking project status, administrative dashboards, executive dashboards, and building out project work plans.
• Hyperion Planning 11.1.2.1 Interactive Reporting: Managed team on implementation of the latest version of Hyperion Planning, and IR which replaced NYU's Bri Reporting Tool. Additional phases of this project included client requirements from Washington Square and Abu Dhabi.
• PeopleTools 8.51 Upgrade: Managed all aspects of upgrade t P-Tools version 8.51 and Maintenance Pack 11.
• SunGard Advance Web Application Fundraising System: Managed all aspects of technical project t upgrade NYU's Fundraising system, namely SunGard's Advance, t Advance Web Application version 9.8.
• Poly Advance Fundraising Systems Project: Managed all aspects of project t integrate Poly's RazorsEdge data into
• NYU's Advance Fundraising system, due t the NYU-Poly acquisition.
• EPM/OBIEE Data Warehousing Project: Managed technical aspects of project t build a Financial Data Warehouse which would allow NYU's 2,000 end users t move from the antiquated Bri Reporting Tool t OBIEE. Managed
• ETL Developers responsible for building out the various Fact tables, Subject Areas and OBIEE and BI Publisher Reports for the NYU Financial community.

Confidential

President CEO

• As the current CE and Chairman of the PMINYC Board of Directors, leading an organization comprised of over 3,000 professionals and executives in New York.
• Board Member since 2009, serving as Vice President of Administration and President Elect.
• Worked on providing the executive oversight and facilitating the development of the PMI strategy.
• Responsible for hosting monthly organizational Meeting of 200 attendees of various PM topics and industries, hosts organizations Executive Retreats, and offsite Regional and Global Congress Meetings.
• Responsible for forming new partnerships and delivering project management training t organizations, including the President of the United States former first lady Laura Bush, the CE of the 9/11 Memorial Museum, The United Nations, WFUNA 'World Federation of the United Nations Association', and RAND 'Research And Development'.
• Executive oversight on key signature events such as the PMINYC Symposium which is comprised of the leading Project Management Speakers in the industry and top project Management Training and Consulting vendors.
• Responsible for implementing new Project Management Training Curriculums and Certification Programs t organization, such as the PMP Exam Prep Course and Agile Project Management Course, which have generate additional revenue streams for the company.

Confidential

Division Head Executive / Director of Project Management PM Administration

ERP PeopleSoft Project:

• Responsible for implementing the largest ERP/Shared Services Project in the Public Sector in the history of the United States. A 185M project involving the implementation of various HR and Financial PeopleSoft modules for 7 different Agencies in a consolidation of systems and functions int 1 company and 1 unified ERP system. Managed the project schedule, cost, staffing, and risks capturing the intended benefits of the program, which is t achieve a projected savings of 85M per year for the MTA. Project was comprised of managing over 2,000 Requirements, 800 Functional Designs, and 700 Technical Designs. Modules included:
• Finance - Accounts Payable, Accounts Receivable, Billing, Contracts, General Ledger, Purchasing, eProcurement, eSupplier Connection, Cash Management, Deal Management, Risk Management, Project Costing Inventory, Asset Management, Strategic Sourcing and Supplier Rating.
• Enterprise Portal, Financial EPM, HCM EPM, Budget Preparation, and Global Consolidations.
• Human Resources / Payroll Human Resources Administration, Payroll, Time and Labor, Benefits Administration, Time and Labor Self Service, Talent Acquisition Manager, Pension Administration re-hosting of existing application t the BSC infrastructure , and Enterprise Learning Management project use only .
• Extended Human Resources / Payroll ePay, eProfile, eCompensation, ePerformance, eBenefits/Pension
• Business Service Center The Shared Services functions of: Accounting, Fixed Asset Accounting, Accounts Payable, Payroll, Recruiting / On-Boarding, Training Administration, Benefits Administration, Pension Administration, and Human Resources Administration and Enabling Technologies.
• EPMO: The head of the Enterprise Project Management Office 'PMO', managing a project team of over 200 people, comprised of MTA employees, Accenture consultants, Diamond consultants, and 5 subcontractors. As part of the Executive team, reported directly t the President of the company. Managed the IT, Finance, HR, Payroll, Change Management, and Operations Project Teams. Responsible for approving work performed and paying over 3M per month for project deliverables.
• Shared Services: worked on establishing a single transaction processing center for financial and human resources functions supported by a single instance of the PeopleSoft systems that serves all MTA Agencies. Required establishing standardized business processes based on leading practices, improved customer service management processes, performance management, training of the BSC and agency workforce, and strong governance. Worked on building the Values and Mission Statement of the company t align with headquarters core strategic principals.
• Governance/Business Service Center Council: member of the Executive Council wh meet weekly, comprised of VP's across all agencies t help strategize how t handle reductions in staff in steady state t achieve projected savings. Built a Governance model which would align Subject Matter Experts, Team Leads, VP's and Agency Presidents.
• Portfoli Project Management: managed the in-take of new business/projects from various Divisions. Managed the ePay Project, which involved eliminating the printed Pay Advices for the entire MTA, with an estimated cost savings of 2.5M per year. Examining opportunities t save 1.3M per year by eliminating a contract with a vendor t supply DMV data, and building a solution internally within PeopleSoft application. Working on implementing an electronic timekeeping solution for over 600 Police Officers at MTAHQ, with the PeopleSoft Time Labor Project. Heading up 2 Kronos Projects for Bridges Tunnels and Metro-North, which will integrate with the BSC's ERP Application for time reporting purposes.
• Training Change Management: worked with project stakeholders on communicating the changes which arise from the program and train employees t handle the business process and software solutions that make up the program. Work with fellow MTA Leadership t measure people, process and technology readiness and develop strategies t any identified gaps in those readiness areas.
• Executive Reporting: Responsible for reporting on project progress and the organizations enterprise portfoli of executive projects in monthly Executive Meetings with the MTA Chairman and Chief Operating Officer. Run weekly PM Management Meetings. Run weekly Executive PM Meetings with President and Executive staff. Run quarterly Governor's report. Manage reporting from each team's Risks, Issues, and cross-team dependencies, with Project Status and Trend colors.
• Company Town Hall Meetings: Ran the company quarterly Town Hall Meetings, presenting executive updates and announcements t entire organization.
• ADM Methodology: Utilized the ADM Accenture Delivery Methods methodology throughout the life cycle of the program, t maintain a repeatable process. This tool for estimating RICEF Reports Interfaces, Conversions, Extension, Forms , as well as project schedule and staffing estimates. This tool is kept up t date based on best practices, by over 100 practitioner's.
• Rational ClearCase/ClearQuest: a tool used throughout the project t capture Project Risks, Project Issues, Deliverable Expectation Documents, Working Deliverables, Requirements, and the SOW.

Confidential

IT Project Manager, Technology Information Services

• Bluebird Executive Rollout- Team Leader for 11 technicians on Implementation of ODOC 2.6.2 Document Imaging System for PeopleSoft version 8 for NYCTA Executives, Scan Stations Administrators. Assisted in the design of the new PeopleSoft website currently on Agency Intranet used by technicians for application installation.
• Employment Center Automation Project- Project Leader for PeopleSoft programmers, Jadak Technologies Developers HHP Application Support on integrating 2 Dimensional barcodes in PeopleSoft 8, deploying new HR Canvass Letters t further improve the Employment Center's process. The Employment Centers waiting time has been reduced with this Letter Bar Code Scan technology improving performance by over 90 . Involved in all aspects of project including software/hardware, barcoding, testing, training, end-user documentation, proper roll-out and support.
• CityNet Inter-Agency Project- Project Manager for 22 project members from MTAHQ, NYCT, Department of Citywide Administrative Services, Department of Information Technology Telecommunications and ComnetiX, vendor based out of Canada . This connection has allowed the Transit Authority t connect t the Electronic Fingerprint Identification System, which now replaces the former 'Ink Roll' process used for criminal investigation for all TA new hires. Managed project schedule with NYCT Data Services, NYCT Network Security, MTA, and Technology Partners including DoITT, DCAS and ComnetiX vendor, t establish the secure transport of Fingerprints through a Virtual Private Network. Als had hands-on management with wireless connectivity t CityNet from e-Print laptop. Hosted monthly Progress Inter-Agency Meetings, Bi-Weekly Conference Calls, and overseeing Testing, end-user Documentation, Proper Rollout, Support and all software/hardware/communication components used in project.
• New Jersey Motor Vehicle Commission Project- responsible for implementation of the New Jersey Motor Vehicles Web-based System t the Transit Authority. Went Live for Human Resources, Law, DOB, Division of Security, Supply Logistics, and Fleet Operations. Marked the 1st time the Transit Authority had the ability t generate Driver History Abstracts from the New Jersey Jurisdiction. This System replaces the D0-15 'Internal Request of Driver Record' paper process and maximizes efficiency within Transit by getting direct access t the Commissions database. This capability has reduced the time t receive critical information from a matter of days t a matter of seconds. Responsible for testing, training, end-user documentation, proper rollout, negotiation with Jurisdiction, support and all software/hardware/communication components used in project.
• NYE-NET DMV Project- Project Manager for 31 members on the NYE-NET project team. Implementation of the DMV System involved connectivity t the New York State's Fiber-Optic Network, NYE-NET. Ensured team members carried out roles, facilitated meetings with: NYCTA TIS, Office for Technology, Worldcom, Attachmate, Hand Held Products, Nortel Networks, NYS Department of Motor Vehicles. Deployed system t Department of Buses, General Law Contracts, Human Resources, Paratransit, Track- Fleet Operations, and Emergency Response Garages. Responsible for completion of all aspects of project including testing, training, end-user documentation, proper rollout, support and all software, hardware, and communication components. Participated in dem t pitch this technology solution t the MTA at the All-Agency Quarterly Vehicle Loss Control Conference. Incorporated NYS Driver License Barcode scanning solution t retrieve real-time Driver Abstracts for over 25,000 existing Bus Operators, Non-Revenue Operators and Applicants.
• E-Print ComnetiX PeopleSoft Project- Project Manager for 14 members on the e-Print-PeopleSoft Project Team including City Agencies, Biometric Software Vendor and Oracle-PeopleSoft Consultant. This project has allowed the PeopleSoft system t receive an import from 2 verifying Agencies, the Department of Criminal Justice Services 'DCJS' and the Federal Bureau of Investigations 'FBI', from electronic fingerprints transmitted through the CAPS system. Integrated barcode technology solution t handle the data entry process for Applicants.
• PeopleSoft-PIC Interface Project- Project Manager on the PeopleSoft-PIC Interface Project involving TIS-AFC Back Office, Corporate Communications and HR's Employment Center. This project has supported the NYCT I-Vault initiative and expedited the current HR and Corporate Communications Employment process for New Hires. Managed all aspects of this project from conception t completion including ensuring team members carry out roles and responsibilities for Testing, Training, End-User documentation, Migration, proper rollout and support. Als gathered customer and technology requirements, and negotiated technology solution with partnering TIS departments and business community.
• LENS License Event Notification Service Project: Managed the Technology solution for the LENS Project which assisted NYC Transit in the notification process about reportable accidents, convictions, suspensions, revocations, license expirations, restorations and point reduction course completions. The project involved integrating existing functionality of PeopleSoft, DOBIC and NYS DMV t identify the target population of drivers, determine license status and report deviations t management. The steering committee included Labor Relations, DOB, DOS, Legal, HR and TIS. Implemented Barcode Readers which are used t automate the Driver License data import for NYCT Applicants. PC workstations are now able t process transactions using data stored on a NYS Drivers License card. Employees and Applicants identified as requiring a driver's license LENS, are identified in the PeopleSoft database with a single card scan. Documentation can be validated, transaction time reduced, and data entry eliminated based on this implementation. The re-keying of strings of data, such as 9 position Client ID 's are cut t a minimum, time is saved as well as improved accuracy by eliminating human transcription of the data. The ability t scan a drivers license int PeopleSoft, verses manually keying in a candidate's data, is not only incontestably faster, however will dramatically be less prone t data errors. Investing in this technology has improved customer service, enhanced accuracy, improved efficiency has recharged our existing process by improving our data flow.
• Dept. Homeland Security-PeopleSoft Project: managed project t build an Interface from Transit's PeopleSoft Application t the Dept. of Homeland Security's E-Verify Application. This now allows NYC Transit t automate the data entry input int the Dept. Homeland Security System which verifies Employment Eligibility ID information for NYCT and United States.
• DoITT-PeopleSoft Interface Project: managed project t build an Interface from the City of NY t NYC Transit t incorporate Certification files int Transit's PeopleSoft Application. Project partners involve the following NYC Agencies DoITT Dept. of Information Tech. Telecomm. , DCAS Dept. of Citywide Admin. Services , and MTAHQ.
• ELM Project: Project Manager t implement the PeopleSoft Enterprise Learning Management 9.0 system. This system allows NYC Transit t manage, track, and report on learning delivered through any method, within or outside of the organization. This system was implemented for Learners, Managers, Instructors and Administrators. Managed weekly meetings, project plan, project schedule and ensured tasks were delivered on time and on budget.
• TIS Project Management LCT Project- Chairman Project Manager for 8 members on the Project Management Life Cycles/Templates team Phase 2, in leading the effort for Transit's Technology Division t implement a new Methodology t be used for all major Technology Projects. Responsible for ensuring best practices and processes supporting the IT Project Life Cycle, from conception t completion. Managed various industry leading Project Management consulting vendors and evaluated their methodologies and components such as the Capability Maturity Model, Templates, procedures, usability, flexibility, etc. Delivered the Project LCT Presentation at the TIS Town Hall Employee Meeting t over 600 employees. Delivered presentation for the TIS VP Chief's at the Project Management Working Group Meeting.
• NYCT Help Desk: managed the PeopleSoft Help Desk, ensuring Help Desk Technician's from the past 3 companies Lockheed Martin/ACS/Unisys , are doing their job for our customers, ensuring that the SLA is being carried out expeditiously, excellent ETA, correct remedy per problem and client follow up.