SENIOR PROGRAM / PROJECT MANAGER

Results-driven MBA graduate, with more than 15 years Project Management, including 6 years Enterprise Program Management experience with sound business leadership. An accomplished professional with strong business and technical skills and proven talent for being able to organize and drive projects to meet corporate goals. Strong track record of matrix-managing cross-functional teams having led medium projects to very large enterprise programs with budget of 150M with 2 million development hours. Highly self-motivated and people oriented with a holistic understanding of business and technology bringing balance of experiences and insights to clients' tactical implementations, respecting the Voice of the Customer and business drivers while leveraging IT capabilities for successful implementation of customer valued products.

SKILL SUMMARY

PROFESSIONAL EXPERIENCE

Confidential

Senior Project Manager Pharmaceutical

As a project manager in the Pharmaceutical area, managed software development projects that included order entry channels and technologies totaling 16M including eCommerce Web and EDI. Project methodology using an iterative approach that included define concept through project execution, implementation and support during warranty. Managed more than 15 cross functional teams both onshore and offshore teams comprised of enterprise architecture, applications, shared services, and infrastructure teams, of 150 resources. Obtained estimates, created funding request, and initial project budget. Monitored project financials for actuals, ETC, and EAC to budget to enable the Business Cases' ROI, NPV, and IRR to be achieved. Bi-weekly reporting for project status and financials tracking actuals to budget and funding to the PMO and Steering Committees. Tools used: MS Office Suite 2003, 2007, and 2010 MS Project 2007 2010 ITG, Service Now, SharePoint, Financial Workbook Excel .

• DoD Pharma Initiatives Program, a 1.4M program, involving 6 order entry channels including EDI, Distrack RPG , Order Express, Specialty, Dropship, and Manual Orders. The program involved adding DAPA Distribution and Pricing Agreement numbers to Pharma Order Entry Channels, new EDI 824 Real Time Pricing transaction, and creating an online solution for Pricing and Contract teams handling of disagreements on pricing and contract rankings to enable the adjudication process. Facilitated a Lean Kaizen for the Pricing Contracts Team to determine resource savings with the new process.
• Specialty Online Program initially moved web order entry from the legacy platform to the enterprise eCommerce ordering platform J2EE, Oracle, DB2, HTML . Remaining program included development for the specialty business and customers for plasma, oncology, and nephrology specialty products. This program totaled 11M over 2.5 years.
• Consignment Program involved working of the Define Concept phase for RFID solution for specialty products. Worked with the functional partners, government team within Cardinal Health, legal, compliance, strategic planning, strategic sourcing, applications, and infrastructure teams to deliver the solution approach, high level architecture solution, and funding estimates for 3.4M.

Confidential

Project Manager in the Telephony area in Retail Line of Business managing 6 8 medium size projects. Managed application projects and OS upgrades projects across the JPMC VRU servers. Worked with Retail business teams to align VRU systems with current product lines. Managed project with internal Telephony Team and outside vendor to replace aging servers and upgrading other servers to current OS version including telephony software required upgrades. Maintained project schedules, status reporting, created implementation plans, and managed implementations.

Confidential

Program Manager / Project Manager Consultant hired to conduct client engagements to meet client needs. Verifiable track record of success providing project / process leadership to varied companies and lines of businesses. Particularly effective directing non-technical and technical solutions from concept through implementation constantly managing the needs of the customer, the team, and the project. Contributions included communications amongst business, legal, security and risk management, wholly owned subsidiaries, infrastructure architecture, engineers, end-users, and IT applications. Leading projects to successful completion via project execution using client project management methodology and SDLC.

Confidential

Program Manager / Project Manager successfully managed 6 projects during engagement. Managed all project aspects using Nationwide's project management methodology, ESDm Enterprise Service Delivery Methodology , SDLC and Clarity/Workbench including weekly reporting, budgeting and expenses, schedule, risks, issues, scope, change management, cost benefit analysis, and Return on Investment ROI . Other project metrics used were Earned Value and Earn to Burn. Projects have included building an insurance company's Internet web site, Infrastructure Architecture, Accounts Payable Process, Meta Data management tool, investments, document solutions applications, word processing technologies, imaging and workflow, financial regulatory compliance, Sarbanes-Oxley compliance, and Internet site development.

• Internet Site Project: Successfully deployed on time, within budget, and as scoped meeting critical success objectives for a wholly owned subsidiary of Nationwide. This web site allows the business to increase premium growth from 600M to 1B by end-of-year 2010.
• Project budget: 1.1M
• Responsible to senior level management and Chief levels.
• Managed 35 project team, 8 remote locations, spanning Nationwide Infrastructure and Data Centers, multiple lines of business, including Security Risk, Network, Firewall, Architects, Engineers, DBAs, Legal, Application Developers, Testers, and multiple Nationwide companies
• Managed all aspects of the project: work plan, communications, scope control, change management, risk and issue management, action items, budget and forecast planning, implementation plan, and stakeholder meetings.
• Nationwide's project management methodology ESDm and SDLC were utilized.
• Managed legal's addendums to contracts for 125 carriers and 25 network contracts. Authored with legal the contract agreement between Nationwide and its wholly owned subsidiary.
• Financial Meta Data Management Tool Replacement Project: working with the business' financial services organization, applications, and infrastructure of Nationwide, the project objective to replace its current Kalido platform and software with a selected vendor's platform and software, Orchestra EBX, and retire 3 legacy applications. Project implementation plan was three phased approach.
• Accounts Payable AP Project: to close an internal audit incident. Compliance is SOX Sarbanes-Oxley / FRC Financial Regulatory Commission Control 3 Application Interface Integrity, as well as, completeness controls in the AP Invoice Process and systems.
• Project budget: 250K.
• Project team of 25 members, 7 remote locations, working with 6 application groups across 7 lines of business: Property Casualty, Finance IT, AP Operations, Document Solutions, Collaboration, Infrastructure Architecture, Compliance, and Audit.
• Managed all aspects of the project: work plan, communications, scope control, change management, risk and issue management, action items, budget and forecast planning, implementation plan, and stakeholder meetings.
• Reported to senior level management, AVP level, and Director level.
• Scope included identifying gaps and developing interface controls between user processes and applications, as well as, between applications, development of out of balance alerts, escalation processes, and supporting application and user processes.
• Nationwide's project management methodology ESDm and SDLC were utilized.
• Document Solutions Word Processing Project: involved working with a remote team unit that offers 23 word processing services to 22 of Nationwide's companies and business units. Project objective was to remove the Word Processing Team from Document Solutions via outsourcing word processing services for less cost and moving remaining services to the business units.
• Project budget: 250K.
• Project team of 25 working with 6 application groups across 7 lines of business: Property Casualty, Finance IT, AP Operations, Document Solutions, Collaboration, Infrastructure Architecture, Compliance, and Audit.
• Managed all aspects of the project: work plan, communications, scope control, change management, risk and issue management, action items, budget and forecast planning, implementation plan, and stakeholder meetings.
• Reported to senior level management, Officers, AVP, President, and Chief levels.
• Scope included identifying gaps and developing interface controls between user processes and applications, as well as, between applications, development of out of balance alerts, escalation processes, and supporting application and user processes.
• Nationwide's project management methodology ESDm and SDLC were utilized.