PROFESSIONAL EXPERIENCE

Senior Project Manager

• Project Manager for the deployment of Release 2 of ServiceNow which is a cloud based enterprise wide service model. The Release 2 deployment adds the following modules to Release 1: Service Desk, Service Catalog, Incident and Problem Management, and Knowledge Base. Release 1 deployed Change Management. Agile methodology is used to deploy a module each month. Requirements are documented as stories and stored in ServiceNow. The team has daily Scrum meetings, a weekly sprint planning meeting and a weekly sprint review. Each month there is a cycle of gathering requirements, design work, configuration instead of coding , unit testing, acceptance testing and soft launches.
• Project Manager for the deployment of GEAR into ServiceNow Release 2. Data will be moved into ServiceNow as well as a SharePoint Portal. GEAR will be decommissioned.
• Responsible for all common project management related tasks including contract development.

Senior Project Manager

Project Manager for the deployment of Windows 7 in North America in conjunction with the replacement of end of life equipment laptops and desktops . Responsible for all aspects of the PMBOK including writing vendor contracts with the exception of financial calculations such as ROI.

Medical leave of absence 2/12 9/12 due to auto accident.

Confidential

Program Manager

• Program Manager for the global deployment of Windows 7 and for enhancements to an existing application.
• Responsible for development of RFQs and evaluation of vendor responses.
• Program activities included: 1 Readiness Assessment: of hardware and applications, 2 evaluation of W7 enhancements Bit Locker, App Locker, security, VPN , 3 Application Discovery: utilization of ACT for application versioning and identification, 4 Proof of Concept: image build for PCs, engineering workstations, and manufacturing systems, 5 Training and, 6 Deployment.
• Responsible for vendor management, budget, invoice cycle, purchase requests, forecasting, review of IT bulletins, gate reviews, overseeing SharePoint site development, completion of project and program deliverables, RASIC, solution blue print, communication plan, status reports, scope change and change control, steering committee meetings, organizational assessment and organizational readiness plans.
• Successfully educated customer and technical staff on the value of utilization of standard project and program practices on a daily basis.
• Managed PMs who were responsible for project schedules, action items, risk logs, minutes, contact lists, lessons learned, testing, defect management and organizing status and technical meetings.

Confidential

Project Manager

• Project Manager for a fund that was migrating their health benefits application to a new platform.
• Responsible for typical PM activities associated with initiate and plan phases of a project.
• Co-PM for a second project. Responsible for mentoring Co-PM and technical staff in issue resolution, testing, and organizational readiness.

Confidential

Program Project Manager

Program Manager for 2 programs consisting of 14 projects and multiple work orders and Project Manager for 4 projects. Projects were focused on application development needed to bring applications used across the enterprise and customer base into compliance as a result of changes to health care laws.

Confidential

Program Manager, Senior Project Manager Project Manager

• Oversaw planning and execution of multiple large-scale global projects and programs from concept to completion.
• Adeptly guided, coached and trained top-flight, multidisciplinary teams of up to 15 direct, and 50 in-direct employees operating across multiple locations.
• Formed relationships with client representatives of high-profile corporate accounts.
• Delivered PMO and EPMO consultant services for internal customers including the establishment of PMOs and the supporting tools and processes.
• Cultivated new business opportunities. Liaised with clients to gather requirements, negotiate contracts and deliver project-progress updates.
• Fostered relationships with and supervised completion of vendor deliverables.
• Gathered requirements and determined project scope. Formulated in-depth, cradle-to-grave project schedules.
• Managed scope change. Utilized change control methodologies.
• Assessed risk and developed mitigation/corrective-action strategies.
• Devised capital budgets and financial forecasts. Analyzed workflow, allocating/re-allocating resources based on results.

Key Achievements:

• Responsible for the design and delivery of a sophisticated application and infrastructure for tracking and reporting on enterprise-wide projects.
• Spearheaded development, implementation and reengineering of internal and client processes including methodologies and documentation utilizing best project and program practices.
• Instrumental in securing new business and driving profit gain due to outstanding reputation for quality, reliability and trust.
• Successfully oversaw team of project managers in timely delivery of a major client's divestiture program surpassed all deadlines for disposition of 75 applications including supporting infrastructure, hardware and software.
• Developed new business initiative from the ground up for high-profile client cultivated relationships with global contact base and built/guided world-class project team in rolling out program to customers and support organizations at a global level.

Examples of specific project/program experience while at EDS/HP:

• Program manager for 8 PMs direct reports supporting the divestiture of Delphi's Steering and Suspension divisions.
• Responsible for the disposition of 75 applications used across the company divisions and by vendors globally decommission, shared or separated including the supporting hardware and infrastructure.
• Lead matrixed global team effort in support of divestiture 25 30 individuals including vendors and Delphi employees.
• PM for development of an internal global reporting system and supporting hardware. Worked with matrixed teams in the testing labs and IPCs information processing centers where hardware is located. Managed SAs, infrastructure analysts and developers.
• Responsible for contract management and development including the sales cycle, budgets and forecasting in addition to standard PM activities.
• Developed and implemented a business model for a new contract signed with BP in support of their global hardware needs ranging from desktops, servers, to networks and data centers. Implementation PM for contract.