SUMMARY OF QUALIFICATIONS

• Consultant with more than 10 years' experience in information technology and business project and program management coupled with strong knowledge of SDLC and PMLC methodologies i.e. Resource Management, Risk Management, Budget Management, Change Management, Issue Management, Vendor Management, Client Management
• Managed nearly 120 million in projects throughout career totaling approximately 35,000 project hours with budgets of 2 to 45 million
• Exceptional communication skills with the ability to convey complex technical information and Business information in a clear and concise manner to audiences with a variety of backgrounds and levels of understanding
• Experienced in human resources activities including interviewing, hiring, personnel evaluation, and terminating employees as well as directly supervising up to 50 employees
• PMO Experience
• Experience with Vendor relationship management with off shoreand on shore components
• Solid skills in customer service and business management including strategic planning, resource allocation and coordination, leadership techniques, and production methods
• 10 years using Microsoft office Suite to include Projects, Visio, PowerPoint, SharePoint, and Access

TECHNICAL SKILLS

PLATFORMS AND TOOLS

• Software: Websphere, Microsoft Project, Visio, Office, Word, Excel, PowerPoint, Niku Projects
• Languages: COBOL 74/85, Tandem SQL, Tandem Pathway, Tandem SCOBAL, Tandem TAL, IBM COLBOL 2, DB2, Java
• Operating Systems: Windows, Mac OS, AIX, IBMi, OS400, Unix
• Hardware: Point Of Sale POS Systems, Teradata, AIX, IBM, SUN, Tandem
• Networks: Cisco routers, Cisco switches
• Rules Engine: Ilog

METHODOLOGIES

• Agile, CMMi, PMBOK, RUP, Waterfall, Six Sigma

CONSULTING / PROJECT MANAGEMENT EXPERIENCE

Confidential

Sr. Project Manager

• The Confidential portal project is a state level development and integration project for Confidential and is the key technology and content component of over 600M federal Race-to-the-top education innovation program.
• The scope for the Confidential project, and my role as PM, included integration of sensitive student data, three state level SAML based identity and access management systems, and three 3rd party Data Dashboard vendors into a unified portal integration and access control framework.
• Also included was the design and development of a state-wide content management system and community tool set to facilities distribution of a comprehensive digital curriculum and to support educators in implementing the Common Core standards for College and Career Readiness.

Confidential

Sr. Project Manager TPSM TDM

Confidential

• Use image rather than paper for attachments during LOP Legal Order Processing processing. This will reduce excessive paper processing/handling cost and reduce risk.
• Implement a Case Management Tool to improve LOP processing efficiency and accuracy. The target LOP business process shall
• o Include a linkage between the attachment documents and the LOP Case.
• o Automate key tasks that are manual today
• o Give the Bank more process standardization across the LOP sites.
• Improve Operation's ability to react more flexibly and quickly to business/regulatory changes.
• Give LOP Operations the ability to share work and load balance LOP cases across sites by using EPH Workflow system.

Confidential

• This will eliminate LOP Processors from performing these steps manually and will reduce the risk of missed holds or data integrity issues between LTS and other Bank Systems.
• Automate Account Holds, Remarks and Status Change Updates, and Money Movement Functions
• Add Capability to Remit Payment Electronically
• This will provide the capabilities in LTS to payout a case either by cashier's check, internal bank credit or ACH. This will allow the bank to meet The State of Washington eWithhold legislation as well as provide this payout options to other participating agencies and will result in the reduction of cashier's checks issued.

Confidential

• The Bank Secrecy Act requires that the bank perform aggregation and reporting for all cash activity for a customer and file a single CTR per business day. Failure to report or reporting incompletely or inaccurately can result in severe penalties, including a civil penalty not to exceed the greater of the amount not to exceed 100,000 involved in the transaction or 25,000, and a worst case scenario of revocation of the bank's charter.
• The Currency Reporting Unit CRU is responsible for reporting cash activity in which a single transaction or the aggregation of many transactions exceeds 10K. The CRU uses 3 main tools to do this: The Large Currency Reporting system LCR , The CRU Workflow CTR-BPM and CTR Automation in the banking centers. The AML Compliance group has recommended changes to the overall CTR Currency Transaction Reporting process to ensure compliance with the Bank Secrecy Act and to mitigate risk of potential fines, MRAs Matters Requiring Attention , other penalties, and additional scrutiny that could result from the current aggregation structure.
• Consolidate Currency Transaction Reporting across the enterprise so that a single Currency Transaction Report CTR is filed to FinCEN and the IRS.
• Consolidate the CTR Exemptions process so that a single Designation of Exempt Person DOEP record is filed to FinCEN and the IRS.

Confidential

• Update the dollar amount of next day availability for held funds from 100 to 200 based on Reg CC requirements in place today Note: Our systems should already exclude some Reg CC deposit transaction types from this requirement. Also, if we provide a customer with 200 or greater in Immediate Credit at the time of deposit, our systems should show that this requirement has been met.
• Comply by date dictated by the regulation, targeting Confidential
• Update teller or ATM deposit receipts, as needed
• Update OLB check deposit or hold details, as needed
• Update backend fraud Hold notice letters, as needed
• Add flexibility to adjust dollar amount of next day available funds every 5 years after the end of Confidential.

Confidential

• This project will allow customers to have access to cash at Confidential in time of need.
• The compliance changes we are making in response to Confidential 1st for accounts opened after Confidential for accounts opened prior to Confidential will result in customers having POS/ATM transactions declined without sufficient funds.
• During a time of need, this project enables the customer to withdraw cash at Confidential without sufficient funds after being presented all required Reg E disclosures and a 35 fee warning giving them access to cash when they otherwise would have been denied.
• This project will allow us to continue our practice of allowing overdrafts at Confidential by changing the process to fully comply with Reg E opt in requirements for each withdrawal.

Confidential

Sr. Project Manager

• Provide a secure environment for BP's confidential GIS information spatial and TxC refinery specific .
• Evaluate hardware and hosting options for new GIS software solution and GIS data
• Implementation of GIS software and Hardware solution
• Migrate/convert BP's unsecure GIS data from Jacobs's server to a BP GIS database server Oracle.

Confidential

Sr. Project Manager

• Integrated Confidential Mutual call center and retail banking technology into Chase while simultaneously upgrading to Siebel 7 and maintaining payment card industry PCI compliance
• Created UAT test plans, and coordinated user testing, defect logging, tracking fixing to ensure successful Go-Live.

Confidential

Program Manager/Sr. Project Manager

• Designed and implemented Service Oriented Architecture SOA , established Project Management Office PMO , and established Quality Assurance office
• Designed data schema using DB2 and developed software based on Service Oriented Architecture and Quality Assurance methodology, completed Software Delivery Life Cycle SDLC based on Rational Unified Process RUP approach which achieved near real-time solution for 1,200 users plus approximately 2 million customers. J2EE, DB2, GUI, COBOL
• Batch processes Reengineering, programs, and databases were realigned to function at a near real-time solution which positively impacted approximately 100 information technology associates and improved response times and data retrieval for web-users and exceeded federal mandates on data security
• Managed 25 information technology professionals including database administrators, developers, quality assurance, and project managers in software, infrastructure, and training teams
• Converted Legacy systems to new Architecture Hardware, software and software development process
• Managed the development and execution of test cases supporting Integration testing, both Product and Regression and UAT testing via Quality Center.

Confidential

Sr. Project Manager

• Led team of 5 to completed testing of the merger of the Confidential general ledger tracking, cash management, payment systems, and the funds tracking systems to Wachovia
• Implemented standard testing methodologies to analyze and create test scripts from live production data which revealed issues to address and overcome for phase 2
• GL Tracking, Funds Tracking, PEP ACH, CPI, ALPS, Loans, OLB, IVR, ATM/Visa.

Confidential

Program Manager/Sr Project Manager

• Led a team of 25 information technology professionals in infrastructure, finance, and quality assurance to complete roll out of client connections to 4,900 sites
• Completed infrastructure analysis to determine if existing bandwidth could bear additional load based on 80 utilization and performed capacity planning analysis based on 95 utilization
• Completed infrastructure build outs - Web/Application servers Websphere , Line installs, Cisco routers/switches, Power racks.

Confidential

Engagement Manager/ Sr. Project Manager

• Oversaw 10 million project budget and managed team of approximately 10 developers, systems engineers, trainers, finance, and administrative staff
• Implemented enterprise rollout to approximately 1,000 employees and facilitated training to 50 trainers of ReqPro, ClearQuest, RUP, Test Manager, and Project Management.

Confidential

Sr. Project Manager

• Administered 15 million project budget and led a team of 75 project members to complete project with no interruption of service to up to 7 million users
• Managed the US Clearing and Broker Dealer Services business transfer from Confidential to ADP including infrastructure, software, data, and hardware on-time and within budget
• Oversaw Dealflo rollout in phased implementations, employed enhancements to modularize application architecture and added the ability to easily add new market segments.

Confidential

Sr. Project Manager

• Administered total project budgets of 2 million, 15 resources, project plan, risk assessment and mitigation, tracked issues, led team meetings and change management, and developed software
• Led project to replace payment authorization system including vendor evaluation, software development, and added new channels: gift cards, internet, telephone, and mail order sales.

Confidential

Sr. Project Manager

• Managed gaming project comprised of 12,000 gaming terminals rolled out in 6 provinces, trained retailers, and updated consolidated network to add new gaming servers
• Managed 45 million budget, team of 50 programmers, administrative staff, technicians, project infrastructures, facilities, manufacturing, communications, security, Legal and finance
• Served as Sr. project manager for 10 million government services project including software development, terminal manufacturing, firmware development, and rollout of terminals
• Delivered rules-based system over a 3-channel system POS, telesales, and internet using 100 VSAT solution terminating to a touch screen POS terminal.