SUMMARY

• Executive-level management consulting and client relationship management skills.
• Extensive work as a Sr. PM managing both Agile and Waterfall teams and programs to ensure high value returns and successful project outcomes.
• Seasoned leadership experience in enterprise-wide, large scale system development including IT strategy, custom system development, and outsourcing initiatives with budgets in excess of 10 million and 40 resources.
• Leadership of multiple concurrent projects/programs and management of the project team's cost, schedule, performance, quality, and risk parameters.
• Coaching Executive Management in business process improvement re-design and conversion to agile methodologies CFO and CIO level .
• 10 years Agile experience as Scrum Master, coach, and trainer.
• Complete knowledge of the Project Management Institutes standards and terminology. Taught PMI and Agile methodology to PMs and BAs.

TECHNICAL SKILLS

Work EXPERIENCE

Confidential

• Scrum Master and Agile Coach for a Portal Development Team. The team was not utilizing agile scrum practices successfully, so I was brought in to bring it into common practice. Because of the highly technical nature of their work and their need to support 20 banking applications working through the portal, they had tried to operate as a Kanban team, but were not successful. Most of Comerica's development utilizes a traditional waterfall methodology, so there were many difficulties using shared services and reporting to management using an Agile Scrum methodology. In spite of these challenges, I was able to get the team into a consistent sprint rhythm and was gradually increasing the team's velocity. I also reported program status, issues and risks to Steering Committees, program sponsors, stakeholders, the Management Committee, and senior management.
• I created agile metrics, then collected and published baseline metrics for measuring success, quality, progress, project cost, and resource requirements using ChangePoint. I worked with the Product Owner to create and then modify the backlog, release plans, and sprint goals using Jira. .

Confidential

Sr. Project Manger

Confidential:

Midland Credit a division of Encore Capital Group

• I served as the corporate Agile Coach and Trainer for the Encore Capital Group, a global finance company with over 200 IT personnel. They were trying to transition from a traditional waterfall methodology to an Agile Scrum methodology. I created and taught multiple times 12 formal agile courses 44 hours of agile training designed for the specific needs of the Encore personnel. I also created and taught Business Analysis training courses to both Agile and Waterfall BAs. I provided agile coaching and mentoring to bring 5 teams into Agile Scrum and 2 teams into Kanban methodologies. I coached the new scrum masters, product owners, IT managers, and business product stakeholders on how to manage program level, cross functional agile teams. I also provided significant coaching help to the agile team members as they began using the Agile methodologies. I acted as program level scrum master with the seven agile teams in a program level scrum of scrums. I reported program status, issues and risks to Steering Committees, program sponsors, stakeholders and senior management. I reported program status, issues and risks to the Management Committee. As a part of this change, I also provided formal training to senior management on how to best manage agile practices.
• I created new agile metric analysis tools, then collected and published baseline metrics for measuring success, quality, progress, project cost, resource requirements, etc., on the program's agile SharePoint site which I created and maintained. I worked with the Team Foundation Server owner to modify it to accommodate the new reporting metrics and control mechanisms. I worked closely with the PMO and BA Centers Of Excellence to provide agile standards and best practices for PMs and BAs. I worked with senior management as an agile change agent to institute corporate change management initiatives to help transition from waterfall to agile adoption. I served as the facilitator for many high level working groups to determine appropriate control, reporting, and cross-methodology practices.

Confidential Sr. Project Manger

Worked part time as project manager for a web based retail business system. Created and maintained the company's web pages, look and feel, and overall web presence for direct sales.

Confidential Sr. Project Manger

Confidential

• Worked as PMO project manager for a global Product Definition and Order management system using a modified Agile Scrum methodology. I created and maintained the program's Clarity agile scorecard data, the SharePoint site, and the financial reporting on the 28 million budget for the program. I developed and maintained monthly forecasts and tracked committed funds. I created new agile metric analysis tools, then collected and published baseline metrics for measuring success, quality, progress, project cost, resource requirements, development and testing budget. I reported program budget, status, issues and risks to Steering Committees, program sponsors, stakeholders and senior management. I performed portfolio management and acted as program level scrum master with seven agile teams as a member of the program level integration team to prioritize work items within iterations, resolve impediments at the program level, and performed other PMO related tasks such as personnel assignment, prioritization, risk and issue management. I was also a member of the business strategy team developing the business requirements for the next phase release.
• I provided agile coaching to various teams. Of the seven teams on the program, I coached many of the PMs, and team members on the modified agile methodology that Ford was adopting. I also coached the business process owners at the team and the program level . I coached the teams on the use of my custom agile reporting tools as well as general training on the modified by Ivar Jacobson Co. Scrum methodology and its integration with the RUP framework. This required significant work since the process modifications were still being developed by the PMO and no one was really trained on the use of the methodology. As a part of my coaching, I also attended numerous initial training seminars that the PMO developed so that I could evaluate their effectiveness as we continued to modify the agile process.

Confidential

Worked as PMO project manager for a global parts pricing analysis and pricing management system using a COTS Vendavo software customized for multiple Ford regions. In this role, I led a mixed Ford/Deloitte/Vendavo/Marketing Associates team to study the feasibility and scope needed to expand the Ford North America Vendavo system into a global, linked system providing Business Intelligence based global price harmonization for all parts sold. I performed portfolio management for this program. I created and maintained the MS project schedule and Clarity scorecards for the global teams and performed other PMO related tasks such as personnel assignment, project prioritization, risk, and issue management. At the same time, I was the scrum master for an agile data warehouse internal project team of 5. We built the data warehouse to gather data elements from many different Ford databases for all regional levels globally to feed the Vendavo BI system. I provided agile coaching to bring the Ford teams into an agile scrum methodology. As a part of the PMO, we were modifying and rolling out the Ivar Jacobson version of Scrum. I also provided coaching to the various vendors so that at the program level, we could blend their various proprietary mostly waterfall methodologies with the Ford teams who were switching to agile on a team by team basis. I provided portfolio management oversight and direction to IT vendors to ensure that project delivery commitments and status aligned with program milestones. I also established and maintained relationships with stakeholders including business partners, Ford regional affiliates, management, global / regional / local project teams, IT service providers and support teams.

Confidential

Worked with COO and CFO of Confidential Signal TCS to improve their Project Management processes in connection with their work for Burlington Northern Santa Fe BNSF . In this role, I led a mixed TCS/BNSF/Capgemini team to create project management reporting, change control boards and associated processes, issue and risk reporting, and other PMO related tasks. Provided portfolio management for multiple external TCS vendors combined with multiple TCS internal systems. Coached engineering project managers in process improvements, PMI management processes, and personnel management techniques. Worked with CEO to create a PMO portfolio management capability. Provided change management coaching to help them modify their internal culture.

General Motors Corporation

As Project Manager, led a mixed onshore/offshore development team to create Java development enhancements to the GM Sales Work Bench SWB application using the SDP-21 methodology. The project enhanced dealer's ability to query and display sales, incentives, vehicle data, and invoice information for use with customer sales representatives. Provided integration management for multiple external vendors combined with multiple GM internal systems. Used offshore resource team of 10 for development while providing local client management, business analysis, testing, support, and interfacing with an onshore team of 8. Managed multiple, simultaneous project schedules in MS Project and Clarity. Developed and maintained detail work plans, managed day-to-day project activities and reviewed work assignments with team. Managed project scope, including project deliverables, timelines, team responsibilities and expectations to project deliverables. Determined project staffing requirements and allocated staff accordingly. Administered resource demand and assigned resources for all projects/Service requests and confirmed budgets for projects and production support.

General Motors Corporation

As Project Manager, led an offshore development team to create XML interfaces to the Dealer Smartphone application. The project used the iPhone mobile device based on Java ME to query and display sales, order, and invoice information to car dealers for use with customer sales representatives. Used offshore resource team for development while providing local client management, testing, support, and interfacing using SDP-21. Maintained project data in Clarity.

Confidential Sr. Project Manger

Internal IT Services Confidential

• Managed the Compuware Professional Development Program and the off assignment development program with a staff of 4 Project Managers PMs and 8 Business Analyst BA /instructors. Developed and taught multiple series of formal classes to improve Compuware's Project Management / Business Analysis process and practices. Taught project development methodologies Agile, Scrum, XP, RUP, Iterations in Motion, etc. , requirements elicitation and negotiation, specification writing with UML, and other related topics. As the manager of the off assignment development program, I taught and coached over 400 PMs and BAs on general agile concepts and the use of specific agile methodologies special emphasis on Scrum, XP, Iterations in Motion, FDD, and DSDM .
• Served as the chair of Compuware's Project Methodologies Committee. In this capacity, I coached many PMs working for clients on how to improve their agile teams and processes. I provided coaching on the best practices for many different client agile methodologies. I also helped institute organizational change management within Compuware to help it move to full integration of agile as a primary methodology within the company.

General Motors Corporation

As Sr. Project Manager, reduced outsourced development effort by 17 on a modified SAP application for a Request To Pay RTP system in the Business Services Unit. Normalized the business requirements for a worldwide deployment to comply with Standardized Work template and SDP-21 methodology processes within a Business Process Outsourcing BPO initiative utilizing Compuware, EDS, SAP, and GM personnel. Provided portfolio management to optimize vendor project scheduling, prioritization, and resource allocation. Ensured all aspects of business requirements and systems requirements were gathered, analyzed, documented following SDP-21 standards and transitioned to the technical team for design and development. Organized and chaired weekly project team meetings to discuss and update project status. Developed project schedule, budgets, success factors, and metrics which were maintained in Clarity. Maintained key documents, reviews, sign-offs, program change requests, risks and issues, actions items, and status reports.

City of Detroit

Managed the installation and integration of a COTS Oracle Treasury and Cash Management Modules using the AIM methodology under the direction of the CFO and City Treasurer. Facilitated Joint Application Design JAD sessions with senior management to reorganize the Treasury Department's debt and investment management functions. Wrote IT specifications and business process changes required to make the integration possible. Provided portfolio management to prioritize funding and resource allocation to projects to optimize overall program level goals.

Internal IT Services Confidential

Ran the non-automotive, Project Management Office PMO for Professional services. Developed CMMI PMO process improvements and training. Was scrum master for 4 internal, Compuware IS projects including Integrated Voice Response replacement and Hyperion Financial Planning installation using agile Iterations In Motion Methodology. Provided budget and financial audit oversight for 22 concurrent projects. Coached and mentored project managers in all aspects of project management, project development methodologies including the Scrum agile methodology , client/customer relationships, and skills development. . During this time, many clients were beginning to use agile methodologies which required my coaching for the Compuware PMs and their teams on how to best use agile processes. Provided leadership to develop complex statements of work, including scope, solutions, staffing and budgets. Ensured established software development processes, procedures and architecture were followed and understood to yield high quality software delivered on time and under budget. Monitored the City of Detroit project to install Oracle Financial packages. Worked with senior managers at City of Detroit to define their requirements, overcome client and vendor issues, and mentor project managers in the proper use of the AIM methodology.

General Motors Corporation

Director of Global Sales Service and Marketing, Project Management Office, utilizing 8 Senior Project Managers to maintain project oversight and provide CMMI processes improvements within the overall portfolio management goals of the division. Mentored project managers in SDP-21 compliance. Used GM go-fast methodology with business managers and senior management to develop new project business practices and CMMI governance methodologies for Release Strategy and Planning, which increased release tempo by 21 . Served as Agile coach for Order Workbench Team. In this role, I was asked to look into why the teams were having problems delivering on key business requirements. I worked with the teams to understand their agile practice and found out that the Business Process Owners and agile teams were not using the proper backlog business prioritization and risk reduction practices. After coaching on the proper practices, the teams were able to show good improvement on delivery.

General Motors Corporation

Program Manager of outsourced projects for GM's payroll reporting systems with a 12M budget employing 2 Directors and 6 Project Managers including 2 offshore while completing 8 simultaneous projects 3 below budget. Performed portfolio management for the program to optimize the allocation of GM and vendor resources, budget, and pipeline management. Directed the business process reengineering required for the Business Services/Financial Services Systems Payroll. Created requirements specifications and ensured that project plans, goals, risks, and resource allocations were aligned with program and project needs in compliance with SDP-21 methodology.

IT Services Compuware Corporation

Ran the non-automotive, Project Management Office PMO for professional services. Reduced non-compliant projects by 11 by auditing and mentoring project managers. Utilized Changepoint PPM tool to provide portfolio management at the PMO level. Created Paragon Compuware's Trade Mark PM methodology enhancements and training packages and provided waterfall and agile coaching to PMs. During this time, many clients were beginning to use agile methodologies which required my coaching for the Compuware PMs and their teams on how to use agile processes. We also had to work with many clients to coach them on their roles as Business Process Owners to ensure that they were providing adequate participation.

CareTech Solutions

Reduced services invoice errors by 35 resulting in 2 month reduction in invoice payment period by managing the requirements integration, development, and implementation of the MS-Great Plains Solomon version 5.0 accounting and timekeeping package. Working under the CFO, led both business and IT teams in process reengineering improvements to fully utilize the package's potential. Created both IT requirements specifications and business process changes needed to implement the project and served as scrum master using the agile Feature Driven Development implementation.

Ford Motor Credit Corporation

Improved commercial credit profit by 8 by managing both business and IT teams during the strategic requirements, design, development, and implementation of an automated credit application approvals system including the creation of a custom credit scoring algorithm. Facilitated JAD sessions for business process reengineering requirements gathering and specification development. Utilized the RUP methodology.

Kelly Services

Managed the strategic requirements, application architecture, design, and architecture implementation plans for a data warehouse/data mart and related BI applications for two major departments using Scrum methodology.

Wayne County

Managed the strategic requirements, application architecture, design, and implementation plan for a suite of Geographic Information System GIS linked, countywide applications for the Registrar of Deeds and Treasury Departments based on a GIS Data Warehouse. Facilitated requirements gathering JAD sessions for senior management. Managed business user teams to create new business policies and process flows to take advantage of the new systems.

Stroh Brewing Company

Director of a project team of Compuware and Stroh staff to upgrade Oracle Financial Applications from release 9.4.2 to release 10.7 to achieve Year 2000 compliance.

Visteon

Improved engineering project development speed 14 by creating a functional data warehouse/data mart for corporate-wide engineering project information. Managed three concurrent, web-based, RAD Rapid Application Development project teams.

Third Judicial Court

Increased child support enforcement state-wide by over 3000 through development of a client/server based Medical Support Enforcement System for the Friend of the Court organization within 80 Michigan counties. Facilitated JAD sessions with judges, FOC managers, and other legal personnel to create significant new business and IT processes changes. Served as scrum master to the team developing the new IT system using the agile Dynamic Systems Development Methodology. Created a data warehouse to perform Business Intelligence reporting on all people under court order to provide medical insurance to their dependent children. We integrated this system with feeds from all major insurers and employers within the state. Worked with Blue Cross/Blue Shield of Michigan as a primary partner to develop EDI electronic interfaces between the courts and all insurance providers within Michigan. Created a state-wide data warehouse cross referencing all persons under court order with their membership/policy information from all insurance providers. Provided portfolio management to optimize the prioritization of all FOC, insurance provider, and employer projects.

Blue Cross Blue Shield of Michigan

Managed a project to study the feasibility of adding managed healthcare system concepts to existing policies. Worked with internal health care specialists to generate pilot programs for preventative care for emphysema, diabetes, and other chronic diseases with the aim of reducing overall policy costs. Worked with policy, membership, and database groups to identify and review potential candidate program groups. Facilitated JAD sessions with senior management to gather requirements and create specifications.

Ford Motor Company

Managed the development of a strategic requirement plan for a multi-divisional, client/server based, capacity planning and decision support system using a central data warehouse and distributed databases. Served as the primary liaison between manufacturing plants, divisions and corporate MIS.