SUMMARY

Senior IT Project/Program Manager with extensive expertise enhancing the success of initiatives across many disciplines/projects. Successfully managed global, complex projects that spanned a range of disciplines in the Financial, Manufacturing, Telephony, Aerospace Space Shuttle and Imaging industries. These projects required identifying and developing creative solutions to managing on-shore and off-shore development efforts. MBA.

PROFESSIONAL EXPERIENCE

Confidential

Senior Project Manager Global Expansion and Merger Letters of Credit Projects

• Managing, negotiating resources and deliverables, estimating, staffing, development, planning and implementation of bridges from Wachovia Legacy systems to the Wells go-forward systems, Responsibilities include:
• Managing the development of a new Global Expansion initiative, Non-US Payment Framework, that will be used in 20 countries to increase the foot print of Wells globally.
• Managing the software development of the go-forward solution using distributed and mainframe platforms from concept, to BRD, FSD, Build, Test and Implementation
• Extensive use of a robust SDLC approach based on PMI standards
• Managing forecasts, run-rates and vendor billing Project is 3.6mm
• Preparing and presenting various status reports, system approach designs to a wide audiences that include counter-party systems and senior management
• Creating and maintaining project artifacts that include Project Charter Project Management Governance, Architecture, Master Test Plan, Production Readiness, Risk Mitigation, Roles and Responsibilities Document and Project Plan MS Project .

Confidential

Project Manager/PMO, Retirement Planning Insurance Software

Managed the development, planning and implementation of a vendor based, Advice America, retirement planning software application nation-wide. Responsibilities include:

• Creating and maintaining project artifacts that include Project Charter Project Management Governance, Organization, Roles and Responsibilities Document and Project Plan MS Project . These documents help to clarify how various parts of the organization work together.
• Ensured that SDLC standards based on PMI PMBOK were adhered to during all phases of the project. This resulted in solutions aligned with the goals and objectives of the business including ROI and growth in usage of the application.
• Managing implementations of new releases. This required engaging several Infra-structure teams of Lincoln as well as support from several vendors Advice America and Information Technologies to ensure deployments were successfully completed. This effort resulted in successfully deploying a new major release 4 weeks early.
• Directing project teams effort on a day-by-day basis to ensure that we address issues, concerns, changes in the market place in a timely and accurate manner. This has resulted in an agile team that can more efficiently and effectively respond the Businesses requirements.

Confidential

Project Manager

Business Analyst

Managed part of the organization that supplied timely and accurate security data from external data sources to support trade completions, regulatory reporting and client statement rendering. Implemented department-wide System Development Life Cycle methodology for processes, policies and documentation.

Confidential

• Designed, developed and implemented reporting standards for Senior Management that provided management the ability to assess daily progress on all projects for their area.
• Instituted a common Business Unit wide data capture and Management reporting system using Microsoft SharePoint and MS Project to report on project status, milestones and staffing. Using SharePoint created a reporting system that allows managers, on-demand, to assess the status of each project and pinpoint deliverables that are at risk as well as to facilitate discussions with clients and Senior Firm Management.
• Established an issue and risk tracking and mitigation process that let us communicate, track and successfully close the issues.
• Compiled, analyzed and presented a detailed study of the current state of all trading systems firm-wide concerning redundant and potentially inconsistent trader marks and ticks.
• Wrote, designed and implemented standards for User requests, Requirement Definition, and User Acceptance sign-off that standardized and stabilized the System Development Life-Cycle artifacts.
• Created and managed global project plans that included staffing, prioritization of tasks and deliverables, and resource constraint minimization. This increased resource utilization, improved control of deliverables and provided agility in supporting the client when priorities were modified.
• Led the effort to automatically classify securities by using data feeds that included Bloomberg, Reuters, DTCC and IDS. This increased the timeliness and accuracy of the securities being created for trade completion.
• Co-managed a firm-wide IT Security Referential Data warehouse development project using Ab Initio ETL, Sybase, DB2, MQ, UNIX and Linux. This project allowed the Firm to eliminate redundant and inaccurate databases saving over 7 million dollars a year. This database became the Golden copy for the Firm.
• Consolidated data from many vendor sources of indicative data into a single database. Data from this application was used for Books and Records, settlements, timely regulatory SOX, Basel, Anti-Money Laundering and legal reporting.
• Confidential
• Created a Project Management Office to gain better control over the IT development effort.
• Developed a system development methodology based on PMI PMP PMBOK guidelines that resulted in improved project reporting.
• Coached many of the Project Managers on how to improve their project planning, staffing, execution and handling of late deliverables.
• Managed vendor relationship Ab Initio ETL firm-wide. This included negotiating licenses agreements, creating and approving budgets 1million as well as saving the firm over 240,000 in license fees and negotiating 30,000 of on-site consulting at no charge to the firm.

Confidential

included:

• Establishing IT Governance role including construction of the portfolio structure of projects to be managed to standardize how projects were managed in the Firm.
• Evaluating the appropriate PMO model to use and implementation strategy. Instituting use of Mercury software and Information Technology Infrastructure Library ITIL as foundations for managing projects as a business.
• Facilitating the implementation of a SDLC including standards, processes and procedures.
• Directing the effort to identify and implement reporting standards required by Senior Management to assess the progress of projects for deliverable and budgets as well as assuring on-going alignment with Business Unit and Firm goals. This includes managing the development team to accomplish this directive.

• Confidential
• Prepared database cross reference mappings and diagrams to identify common data attributes across disparate databases. This was essential for creating the risk model to be used by the Firm.

Project Manager

As project manager in the Y2K Program Management Office for Mainframe and Distributed Systems client/server, third party vendor and PC systems responsible for insuring that all-critical business systems world-wide 1700 were Y2K compliant prior to the millennium.

• Strengthened client relationships by implementing new cross business unit management reporting and client support model.
• Spearheaded Distributed and Mainframe Y2K compliance reviews, firm-wide.
• Guided the effort of 25 Business Unit Y2K coordinators firm-wide.
• Consulted with other managers to determine information requirements of management, project managers and regulatory agencies.
• Identified problems, presented and expedited solutions to eliminate Y2K related issues.

Project Manager

• Assigned and delegated work to subordinate managers and supervisors and reviewed their work.
• Co-developed the budget 250 million and staffing for the distributed and mainframe effort.

Confidential

Project Manager

Manager responsible for developing and delivering NYNEX home answering service application.

• Developed project estimates of the effort of work including resources, travel, software and hardware acquisitions costs to be used in pricing the effort for the client to ensure that these met our profit margin goals.
• Developed detailed project plans to track effort and cost as well as report progress to the client.
• Conducted inspections on the system specifications and design, technical solution and test approach to ensure that the application was sustainable and scalable.