Education:
Master’s degree MS Information Technology Confidential,University
Bachelor’s degree BS Business Administration University of Confidential

Professional Experience:

Sr. Project Manager Migrations
Confidential, Sep 2010 Sep 2011 C& M Migration Factory
Dallas, TX

Sr. Project Manager reporting to the IBM Migration Factory PMO for 95 billion computer systems consulting IT services firm. Current client project is high visibility with a 50 million dollar budget IBM strategic customer effort to migrate servers, applications and databases from existing data center to multiple offsite external hosting facilities within IBM locations. Responsible to manage cross-matrix resources and project teams including technical (Architect, UNIX, Linux, Middleware, Oracle DBA), internal IBM teams, external vendors and consulting firms (Accenture, CSC), including offshore teams (Infosys and WIPRO). Define and maintain project scope, schedules, resource needs, status reporting, WBS and overall roadmap for multiple projects simultaneously; key interface between client leadership, partners and internal teams to ensure smooth timely delivery. Daily interaction with client and key stakeholders for business requirements, process development, expectation management and issue resolution. Work hand-hand with architecture leads and technical migration engineers to ensure smooth transition of applications by reporting issues, managing and resolving issues to clear path; preparation technically for data replications, directory setup, file structure setup, database builds as pre-migration activities. Conduct daily, weekly meetings for UAT sessions to ensure no roadblocks for external testing teams. Drive work efforts for offshore teams (Asia and South America) daily.

Sr. Program Manager Strategy & Planning
Confidential, March 2010 September 2010 IT Strategy & Planning
Houston, TX

Sr. Program Manager reporting to the Product Line & Process IT PMO for 15 billion oil and gas organization with five product lines (Reservoir Services, Drilling & Evaluation, Fluids & Chemicals, Completions & Production divisions). Manage cross-matrix project team leads of process, business analysis, product, technical and business leads to deliver strategic product and IT related programs/projects to advance the organization’s delivery during enterprise reorganization. Responsible to support Sales & Marketing, Engineering and Executive Strategic effort; to implement new PMO Project Method Delivery process across organization groups. Incorporate project management process including scoping, charters, secure resources, scheduling (MS Project), WBS, risk management and assessment, financials-budgets, communication plans, roles-responsibilities, status reporting, stage gate reviews using the Waterfall project method. Review and interpret all specifications and plans related to the project process and technical. Projects include Enterprise Incident Management (EIM) initiative to determine enterprise wide EIM processes supporting business units for global internal and external incident management from field rig operations through internal end-user support; conduct global working session; assemble working groups; assign points of contact for IM areas; allow enterprise teams to present their IM solution to determine end-end IM process; make recommendation to sponsor for process and platforms supporting the IM solution and gap analysis; recommend standards for a common IT platform based on ITIL and other delivery standards; prevent loss of visibility of incidents from varying initiation points; Data Modeling effort for reservoir consulting services data repository; inventory pools of sub-surface rig and well data, applications and processes to provide a common data platform with a interactive dashboard for executive management. Sales and Marketing Benchmarking against competitor performance for drilling and evaluation division providing immediate interactive visibility to data required to facilitate proposals to significant customers 1.0 million. Evaluation of Materials Engineering enterprise application; assemble team to conduct business and technical review including architecture review; work with Materials Engineers and Chief Engineers Office, Technical Teams and vendors 1.5 million effort. Official global rig count provided for the industry; modifications to existing tools, process and data structure to enable common rig master data tables each application to leverage; resulting in standardized global rig count published by Investor Relations.

Sr. Project Manager
Confidential, May 2009 Dec 2009
City West Place

Managed a diverse team consisting of Java, WebMethods, Siebel, DataFlux and Oracle Engineers, including several senior Business Systems Analysts to complete large project for 25 million revenue business unit with eCommerce functionality; for external customers to interactively browse, select to shopping cart, register and pay for technical and service related education courses to enhance the users training on major enterprise applications including Remedy, BladeLogic, etc. Company is a software development and IT management provider, and a leader in this space. Project focus includes ability to recognize revenue through from registration record, provide CRM customer matching functions and data validation staging with flow to the Oracle AR through custom application integration using WebMethods through Siebel, Data Flux and Oracle AR with status back to the application.

Responsibilities include full SDLC Project Management using RUP and Agile project methods with proper vetting of project technical architecture through the Enterprise Architecture teams, resource fulfillment, management and resource planning with PMO Management and managers on commitment of resources. Partnership with business stakeholders and sponsor, expectation setting, communication management to ensure transparency of activities, status, financials, strategy, risks and issues and mitigation. Responsible to ensure Statement of Work is defined in conjunction with participating team work groups, ensure work is planned and completed with participation and commitment from all team members/groups. Ensure work packages are estimated properly, meet financial expectations and align with identified scope. Ensure timeline SWAG and baseline are communicated and agreed upon with team leadership. Identification and assignment of work group leads including, Architecture, Engineering, Analysis, SMEs, Middleware, Quality Assurance and testing. Ensure training and change readiness are prepared with Sponsor participation. Ensure closure and lessons learned are managed with the Sponsor and PMO administration. Project Management tools include MS Project, SharePoint for project communication and project notebook artifacts, ITBM tool for PMO communication of project status, resource balancing, budget and align with the PMO; used MS PowerPoint, Excel, Word, to create status, communicate with Senior Management, define deployments plans; use of Visio and Rally to review and document system use cases and diagrams; define project plans (initial and deployment) and management of team tasks; ITBM to manage project artifacts and align with PMO.

Director of Global IT PMO April 2006 May 2009
Confidential,
Dallas, TX

Director of Global IT PMO responsible to define and develop the PMO, Project Portfolio Management and Project Management frameworks for a Fortune 100 firm in the Financial/Banking industry during merger/acquisition of Fleet Boston Bank. During merger of platforms, processes, systems to support Private Bank, Investment Bank and Asset Management divisions with Trade Floor securities. Two year project working on-site with client teams working at the global enterprise level.
PMO strategy based on alignment to CIO’s and enterprise strategic pillars; conduct initial review of existing activities; to determine gaps for the PMO strategy. Apply best practice and competitive benchmarking, determined the business was lacking governance over several administrative and financial areas of the PMO. Determined and incorporate MBOs (management by objectives), KPIs (key performance indicators), a balanced scorecard, business process reengineering and roadmap establishment recommended. PMO start-up requiring ground-up planning for strategy, process, policy, operating model, governance and financials. Establish roles and responsibilities for PMO to operate as a governing area for decision and policy and oversight of Financials for 250mm project portfolio and project management office. Created steering committee to oversee and provide guidance from a strategic and objective perspective.
Determine annual PMO roadmap and corresponding budgetary requirements from bottom up; determine top-down budget limitations by working with the CFO. Conduct thorough vetting process by implementing High Level Value Case requirement and review process. Determine prioritization through vetting process and overall alignment to the annual strategic pillars from the CIO. Conduct working sessions with line business management to narrow the portfolio to meet business objectives and budgetary requirements; establish CAPEX and OPEX needs for the year and financial budget impact for annual budget planning. Work with the CFO to ensure alignment to financial processes and annualized rates for estimating project portfolio work.
Project Management analysis determined more formalized PM structure and operating model required to reduce ad-hock project management processes, and increase knowledge base and standardization of project management functions such as status reporting, status meetings, estimates, WBS and PM activities, financials and resource management. Budgeting financials and estimates for projects were a primary concern. Developed process to vet all projects with business case prior to work start. Developed more cohesive Project Management processes in conjunction with a Level 2 CMMI certification. Evaluate roles and qualifications of PM staff to ensure proper skill set available. Establish structure for Project Management operating model in conjunction with existing processes using a phased approach based on traditional SDLC methods. Develop Project Management framework, processes, support and training plans. Recommend process reengineering, training, structured tasks and skill assessments. Oversee and manage the Project Management program and its related staff and projects. Measure success of the Project Management program with KPI metrics and communicate via balanced scorecard methods. Develop the Quality Management areas and Internal Audit for policy, process, governance and training assessments. Prepare for internal and external audit of policy compliance; conduct self-assessments, quality assessments and Project Review Board (PRB) reviews. Guide organization to compliance and more structured approach.
Project Portfolio insufficient for the volume and need for the organization. Develop project roadmap, prioritization of portfolio, sequence of projects through dependencies and priorities established with senior IT management. Establish metrics, financial planning and budgeting. Develop mechanisms to manage and control resource allocations, funding reviews, Project Review Board, Management Committee reviews, Business Sponsor and Stakeholder reviews. Participate in workshops to develop feature list and high-level requirements for strategic initiatives. Use MS Office tools (PowerPoint, Excel, Visio, Word) and SharePoint to communicate process, status, business cases and analysis of data collected from portfolio.
Bridge cultures and working relationships between Americas and EMEA operations. Work special new venture revenue creating projects. Work directly with client teams to understand needs and strategy; develop relationships and new concepts valuable to the business client. Ensure customer satisfaction with firm and business associate consultants on the team.

Sr. Project Manager/Business Analyst June 2005 April 2006
Confidential,
Dallas, TX

Sr. Project Manager and Sr. Business Analyst for the delivery of IT projects related to supply chain for Group Purchase Organization (GPO) using the Agile Development methods. Responsible to implement Agile Scrum and XP methodology in a N-tier environment with strong supply chain and data warehousing processing.
Deliver custom Operations and Business Intelligence Cost Analysis tool; designed to provide in-depth analysis of customer data for competitive, opportunity, market share and benchmarking while applying business rules. Work closely with business intelligence and data warehouse teams using Cognos. Integrate Agile Scrum/XP SDLC methodology as a new method for the IT division by involving key contributors (Lead Engineering, Quality Assurance, Business Sponsor, Systems Analyst, Project Management) following the Agile development methods. Use of MS Project for definition of project tasks and work packages.
Work with Business teams and sponsor to gather requirements through multiple working sessions, document and brainstorm as-is and to-be processes, features and functions and user stories. Document user interactions and systems responses with Use Cases and supporting UML documentation. Work in 4-6 week iterations to deliver functionality to the business users. Track and prioritize defects and work in conjunction with QA Lead to ensure traceability. Manage burn-down list and prioritization and estimations of features and functions for inclusion in next iteration based on team velocity.

Sr. Project Manager/Business Analyst April 2005 June 2005

Confidential,
Dallas, TX

Lead Sr. Business Analyst consultant for the design and UML diagramming, for front-end application and integration with Oracle 11i backend.

Work with sponsors and key technology team to document and design the application to support 3,000 existing stores and new store development. Solicit detailed requirements from internal Real Estate and Facilities users, conduct JAD sessions to determine current and to-be processes the application will support. Work with the Technical teams to develop technical requirements specification for developments. Design, test, implement and deliver Phase-2 development for a complex Real Estate and Facilities mobile application for in the field estimating and scoping of store site remodeling and upgrades. Delivery of detailed functional requirements. Use of Microsoft Office tools (PowerPoint, Excel, Word and Visio) and SharePoint to prepare communications, status reports, risk assessments, issues logs, requirements and other project artifacts.

Sr. Project Manager/Business Analyst June 2004 April 2005

Confidential,
Las Colinas, TX

Lead Sr. Project Management to work with 3rd party supply chain vendor to integrate NMD back end systems to supplier systems for data exchange for supply chain transactions. Define the business and supplier technology state with executive management and project stakeholders. Review the capability of integration with the supplier for exceptions and issues to be resolved. Work with the supply chain vendor to resolve issues, estimate timelines while managing supplier interaction. Integrate the systems, turn on transaction flows. Develop new processes for NMD internal handling to redirect former manual tasks to automated tasks. Develop and execute project plans for business unit projects, WBS, to deliver enterprise system enhancements and new functionality. Fashion, Hard Goods, Home Décor, Perishables Food products, Chef’s for direct catalog and online business channels for retail direct to consumer division of Neiman Marcus. (Waterfall)

Conduct JAD sessions to review the business requirements inputs; discuss high level process for work within scope of the business requirements and gather high level user scenarios; document processes using use cases to represent user interaction; prepare UML diagramming to illustrate system response. Review requirements, diagrams and use cases with business SMEs, sponsor and technical teams to resolve gaps. Prepare traceability matrix summarizing each requirement or feature in conjunction with deliverables and scope. Prepare next level requirements for complex areas to illustrate detailed requirements and diagramming of process flows illustrating users interaction, systems flow and as needed data tables. Secure sponsor sign-off. Work with technical teams to clarify technical requirements; work with graphic designers for front-end requirements details and behaviors.

Responsible guide effort for custom item detail interface to legacy systems. Project plan to deliver tool for merchant retail buyers (fashion, hard goods, gifts, food and chef) to automate buying functions and item master functions for five retail divisions for the catalog direct to consumer division of Neiman Marcus.

Sr. Product Analyst/Project Manager Mar. 2003 June 2004
Confidential,
Southlake, TX

Lead Sr. Business Product Analyst for multiple Customer Care centers with complex legacy platforms, systems and tools supporting 5’000 internal users for online travel firm with multiple hub locations.

Document complex legacy systems and processes, upgrade tools and processes to a more automated environment, work with users to determine areas of improvement from a efficiency perspective, gather and analyze data to determine potential areas of life to the processes and reduction in time efforts by customer care agents. Provide analysis of current systems gap in solution for travel products (flights, hotels, cars and promotions) for complex legacy travel systems and Sabre-GDS global distribution system, centralized reservation systems (CRS), hotel operations Sabre-MTS database, and ticketing processor applications and booking applications. Develop, document and deliver launch plans for product and tool enhancements, including new functionality and expansion to enterprise applications. Define GUI, page flows, content, mock-ups and prototypes. Cross-matrix business unit relations, coordinate with product developers, business owners, UI designers, Information Architects to ensure delivery of projects within time, scope, budget and requirements met. Work with Agile Scrum/XP development method to iteratively define, develop and implement project work packages. Use MS Project and MS Project Server to check in project plans and change requests, using workflow for approvals and version management.

Sr. eCommerce Manager April 2002 March 2003
Confidential,
Dallas, TX

Senior eCommerce Manager responsible to manage project portfolio, project and program management, programs development and implementation of strategy for reorganization within the eCommerce division after corporate merger.

Implement new structure while managing two teams, based in Dallas and Boston. Define position descriptions and alignment of duties. Lead program managers and project managers to scope and implement customer solution for eProcurement supply side electronic purchases through online catalog.

Partner with primary internal client National Sales team to develop customer relations. ECommerce division technology integrations are primary feature for customer engagements; providing supply-side eProcurement integrations for Fortune 500 customers. Coordinate the business and technical teams for supplier-to-customer integrations with various procurement and enterprise applications and third party hubs, marketplaces and CRM applications to facilitate a transmission of eProcurement transactions, including “punch-out” to supply side catalog, online order submissions from customers, order acknowledgements, electronic invoicing. Enforce standards of integration, EDI, XML. Conduct Quarterly Business Reviews on-site with clients of eCommerce efforts in conjunction with the NAM, VP of Sales and RAM. Reviews of sales, support and planned initiatives. Work with MS Project to detail activities associated with the integration to Customer back-end systems.

Marketing Services Manager Aug 2001 April 2002
Confidential,
Dallas, TX

Marketing Services Manager responsible for the delivery of content management framework and structure of web graphical placement.

Requirements, specifications and oversight of interactive B2B (business to business) extranet information structure, navigation, usability and delivery of targeted dynamic content relating to Product Sales catalog, product descriptions, Technical Support, Documentation. Focus on content structure, delivery and implementation of personalization (CRM) software, search functions, meta-data, tagging and vocabulary development. Promotion of site content through management of graphics vendors, direction on print media and flash productions in conjunction with corporate communications style guidelines. Direct communication on sight progress, tutorials and use of new functions to targeted customer groups through e-mail campaigns of marketing materials, articles and flash demonstrations. Presentations to internal management on site progress. Work with MS Project to plan statement of work for the activities of building the content management tool.

Sr. eCommerce Manager Jan. 1999 Aug. 2001
Confidential,
Las Colinas, TX

eCommerce Manager responsible to define and implement business plan to provide online product support for high-tech mobile phones, accessories and mobile phone service for Nokia USA operation.

Recruit and organize team to support interactive Customer Care contact management department. Strategy for efficiencies and optimizing the internet and world-wide web as tools for communicating with Nokia consumers. Support for retail transactions, pre and post-sales. Establish and analyze standards and metrics for traffic, content scripting, content effectiveness, intra- corporate communications, and sales channels. Launch of contact management software, reporting, utilities and tools, scripting of content, technical writing, Kana Communications software, IVR and ACD, intelligent routing, auto-response. Management knowledge in all facets of e-business operations, CRM customer relationship management, fulfillment, inventory allocations, design, web production shop, marketing and technical aspects of developing an on-line e-commerce retail store. Work with MS Project to plan the statement of work for the development of the Customer Care division.

Director of Operations Mar 1994 Jan. 1999
Confidential,
Dallas, TX

Director of Operations responsible for the overall success, operations and growth plans of regional business unit for a Dermatopathology Laboratory.

Developed and executed business unit strategies for market share, visibility and stability during early launch phase through business normalization phase. Resulting in increased efficiencies with stabilized FTE in high growth period. Instrumental in management of acquisition due diligence of business unit by National Healthcare organization. Developed and executed new marketing strategies, positioning, and tactics for customer retention and increased market share through advertising in print media, launch of internet web presence, collateral, multimedia and trade show events. Resulting in increased revenues in under performing regions and new client acquisition. Increased visibility through trade shows, direct marketing and territory management and strategy resulting in 30% growth in revenue. Targeted and managed business relationships with key business accounts. Responsible to execute strategy for back office billing, accounting and collections resulting in outpatient account collection rates of 95% within 60 days. Establish comprehensive accounting and contracts processing abilities for Managed Care (HMO/PPO, Medicare/Medicaid).

Procurement Coordinator Buyer Jan 1989 Mar 1994
Confidential,
Houston, TX

Responsible for the negotiation and procurement of bulk products for processing at domestic manufacturing facilities.

• Accountable for global procurement of direct products. Develop and qualify new suppliers, RFP and RFB processes.
• Negotiation of pricing and development of cost analysis. Oversight of corporate participation in business development programs. Maintain governance of processes using PMA and ISO-9000 guidelines.
• Requirements, planning and scoping for implementation of corporate software projects. Software analysis and evaluation to meet the needs of the end user. Projects involved in include buy side enablement of EDI capabilities for electronic invoice processing from suppliers. Deployment of centralized single source purchasing concept program.

Training/Certifications:

• PMP Project Management Professional In process
• Financial Success Successful Business Financials
• Global eBusiness Strategies / Price Waterhouse Coopers
• Emerging Telecommunications / TRC Development Courses
• Online Customer Service Best Practices
• Software Development Management

Affiliations:

• PMI Member Dallas, Houston, Tampa and Switzerland chapters - Member
• Agile Leadership Network, Dallas, Houston - Member
• World Wide Institute of Software Architects Member
• Institute of Electrical and Electronics Engineers (IEEE) Member
• International Management Consulting USA
• Dallas Search Engine Marketing
• Direct Marketing Association

Methods, Languages, Technology and Frameworks worked with during Project Work:

Methodologies:

Languages worked with:

Databases:

UML Unified Modeling Language

Java, C#, .NET, J2EE

LDAP

Agile Scrum, XP

Visual Basic 5.0

MS Access

Waterfall, RUP

HTML

Oracle 11.0

SOA Service Oriented Architecture

XML

SQL

Object Oriented Analysis (OOA), Design

EDI Transaction Sets

Client/Server Architecture

Controlling and Governance:

Windows .NET & Web based applications

Planview Portfolio Management

Complete SDLC and Migration Cycles

Enterprise Project Portfolio Management

Global Solution Delivery Policy

Applications:

Operating Systems:

Global Project Management practices

Yahoo! Portal Builder

Windows NT 4.0, ’98, ’95, XP

Budgeting and Controlling

Vignette Story Server

Unix

Cognos, Business Objects

AS400

Management Tools:

MS Office suite, MS Visio

Management by Objectives MBO

MS Project, MS Project Server,
Clarity Time Management

MiddleWare: Apache, Tomcat, WebMethods

Key Performance Indicators KPIs

MS SharePoint 2003, 2007

Balanced Score Card

Mercury Test Director, Load Runner, Bugzilla

Competitive Analysis