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Sr. Project Manager Resume Profile

SUMMARY

  • Over 12 years of Project/Program Management experience with large and complex environments in domestic and international settings.
  • Strong working knowledge of Project Methodology PMI, ITIL, PPM .
  • Expert utilization of project scheduling MS-Project, ProjectLibre, Workbench .
  • Strong and effective communication skills with Clients, Vendors, and Team members.
  • Project development using processes that help reduce the risks associated with large deployments includes security policy and regulatory analysis, financing alternatives, project management, proposal reviews, and project risk in technology assessments.
  • Project Management: Project charter, stakeholder agreements, project planning, scheduling, and budgeting, resource engagement, performance management, change control coordination, risk management, governance and executive reporting. Conducted Proposal Reviews with the Executive stakeholders and project Team covering breadth and depth to project scope related to technology evaluation as well as auditing baselines.
  • Lead IT Audit Compliance. Establishment of Governance for delivery, compliance, escalation, and change management. Process evaluation for evidentiary proof of systems integrity, data safekeeping, asset safeguarding, and operational standards compliance using PMP and ITIL.
  • Project Risk Assessments to clarify and manage risk in large rollout implementations, control project costs, comply with regulatory policies, and evaluate project economics, business case development, and procurement strategies. Lecturer on international Information Systems subjects at The London School of Economics.

Outstanding Achievements

Infrastructure and Data Migration

  • Office Depot HQ FL RETAIL - Deploy M9000 server, Install Solaris 11 and Oracle 11g R2
  • Capital One VA, DC - Build out virtual environments to include VBLOCK, VMAX and VCE.
  • Airbus UK, FR, GER Rollout 70,000 client and NT, Sun, IBM Linux and AIX servers.

Supply-Chain Distribution

Philips DHL Championed the Output Management System to follow the supply chain. Parts of medical devices are made in Asia, but assembled in the US. Led the Re-Engineering of the Supply Chain for equipment parts distribution with new cost effective routes that improved the operational cost.

Migration of Data Centers

Migrated hundreds of servers around the world from Philips to T-Systems Data Centers for the output management system, which affected every country in the world.

Financial Systems Experience

  • Extensive experience with Project/Program Management in large and complex Banking and Financial applications including using the SOA Model Framework Service Oriented Architecture to reduce risk and to add core application capabilities.
  • Regulatory Reporting to the executive level based on IASB requirements. Definition of potential AML risks with mitigating strategies for resolution alternative legal options .

Project Management Experience

  • Project Team Matrix Management 10-900 resources for medium and large business configurations across-regional and international boundaries.
  • Project Life Cycle plan, execute, and deliver according to pre-agreed schedules.
  • Identification of appropriate project resources skills and roles
  • Team building, resource acquisition, and effort coordination.
  • Vendor relationship management, third party QA assurance
  • Project plans, objectives, deliverables, key milestones, and critical path
  • Development of Key Performance Indicators KPI to monitor project success
  • Identification of project risks and constraints with appropriate mitigation strategies.
  • Project Budget management and coordination with executive stakeholders
  • Client Relationship Management at all levels across the organization
  • Acts as primary the SPOC Single-Point-of-Contact for all project delivery issues
  • Project estimating, delivery, reporting, user acceptance testing release management

Technical Skills Experience

Methodologies: Extensive experience with Project Management methodologies from ITIL, PPM, and PMI WBS, Budgeting, Risk Analysis, CRM, Change Management, Supplier/Vendor Management . Collaboration Tools: Ten plus years of hands-on experience with Microsoft MS-Project and MS-Office tools Word, Excel, PowerPoint, Visio, Access , Project-Workbench, ProjectLibre, SharePoint, Project Web-Access, and SQL Server. Service Desks: Clarity PPM 13.2. IBM JIRA 6.3.1, Tivoli, BMC Remedy, HP Service Manager Internet Technologies: e-Business / e-Commerce Framework, Web Content Management, WebSphere, Portal-Design, Front-Page, Web-Server, Web-Proxy, e-Mail Apps, LDAP Directory. Applications Software Databases: SDLC methodologies including: AGILE/Waterfall, RAD, RUP. Databases / Asset Management / Service-Desk / Help-Desk: Oracle, Oracle Tools, DB2, Informix, Sybase, SAP/R3 ABAP/4 , SAP SD , PeopleSoft, Oracle Financials ERP, Peregrine, Asset-Center, Lotus Notes, MS-Exchange Network, Platforms Operating Systems: CCNA, Client/Server, NT, TCP/IP, AS/400 OS/400, RS/6000 AIX UNIX , UNIX/NT, ES/9000, HP-3000, QA Testing, BMP-Patrol, IBM-TIVOLI, HP Open-View, CISCO IGX, BPX, and StrataCom Switches Routers, VPN, PBX, ACD, CTI, EMC, Firewalls.

PROFESSIONAL HISTORY

Sr. Project Manager

  • Following the merger between Office Depot and Office Max, the main purpose of this project is to add infrastructure that will provide the additional storage and computing capacity required to meet the merger growth demand of supporting the Merchandising and Marketing RETAIL applications. Specifically:
  • Upgrade M9000 enterprise server add 8 system boards
  • Build additional environment to support Development production paths
  • Re-build Post Prod which is currently used to support data update/insert issues
  • Build a standby database for HA on M9000
  • DR planning and testing
  • Abide by PMP and PPM principles
  • Agile development on IBM WebSphere Application Server.
  • Facilitated Cloud Computing

Confidential

Project Manager

  • Provided program management/PMO for the Data Center consolidation which a budget of 400M.
  • Managed the development of PMO project templates, project management reporting metrics.
  • Optimized the project manage life cycle process for the build out of virtual environments.
  • Managed the creation of the Integrated Master Schedule IMS with over 17 vertical work streams.
  • Led project teams for consolidation of two data centers the build out of the target data center.
  • Managed the development of key PMO operating tools and artefacts such as project Action Items log and templates for Communication Management, Meeting Minutes and weekly, monthly and quarterly reports.
  • Supervised Vendor Management.
  • Controlled Risk Registry for vendor reliability and scheduling impacts across the enterprise.

Confidential

Sr. Project Manager

  • As a Senior Project Manager led global migration of data centers from Philips to T-Systems. Specifically, it involved Philips' Output Management Systems i.e. everything that needs printouts and PDF files. This project concerned 60 countries in which Philips is represented. Managed from inception: Scope management, finding solution alternatives, planning, ordering, staffing, execution, monitoring, cost management, communication plan, and closing.
  • Initiation: Defined the outsourcing agreement, which aimed to transfer Philips' Tier 1 SOX compliant and business critical IT applications and several of its data centers and to have these managed and supported by T-Systems. Project Charter was an outcome of this effort.
  • Planning: Scope, Finance cost , Schedule time management of business processes.
  • Led a team of consultants in building the data center relocation strategy and a roadmap of change.
  • Executing and Controlling: Supervised teams in Germany, Netherlands, Malaysia and North America.
  • PMP and ITIL compliant operations were abided by and implemented.
  • Vendor Management is goaled to ensure those third-party relationships, i.e. StreamServe, FormScape, SAP, etc. were successful and vendor risk was mitigated.
  • Agile development for forms on IBM WebSphere Application Server.
  • Extensive monitoring is in place to forestall incidence occurrences.
  • Infrastructure/Datacenter: Philips outsourced to T-Systems' Frankfurt, Malaysia and US data centers.
  • Deployed applications and infrastructure as well as managing process, business systems, integration, people and communications.
  • Data conversion from legacy systems.
  • Led the Re-Engineering of the Supply Chain for equipment parts distribution with new cost effective routes that improved the operational cost.
  • Replication and clustering was introduced across geographical locations.
  • Managed relationship to management and liaison with customers, business partners and third parties and offshoring to support teams.
  • Interfaced with the team in Malaysia for Incident Management and Performance-Analyses.
  • Workload scheduling and implementing incident and change management.
  • Virtualization using facilitated systems center configuration management.
  • Followed workflows for Risk Management and Issues Management throughout the enterprise and external vendors as defined in the risk register.

Confidential

Project Manager

  • As Project Manager/PMO led IT infrastructure project at Airbus, which involved a substantial rollout. This project exceeded 70, 000 client, mobile devices and servers and covered four European and several Asian and US locations. This was the first major trans-national project that Airbus has ever undertaken.
  • Engaged in crisis management the project was two years behind schedule , change management, capacity planning, and quality analysis.
  • Risk management as specified by the process flow for risks and issues in the Risk Register. This is a high-level global risk register and supports closely vendor management.
  • Negotiated with third parties SLA and defined internal services OLA from ITIL.
  • The key was to harmonize transnational operations while still adapting to local requirements.
  • Data conversion from legacy systems.
  • Infrastructure/Datacenter: The rollout of 70, 000 pc clients and mobile devices also caused data center consolidation as application Wintel and Unix servers were widely introduced.
  • Certification in PPM methodology and used it extensively.
  • Virtualization had a significant impact on upgrades, patches and deployment.
  • Replication and clustering was introduced across geographical locations.
  • Defined and implemented global security using firewalls.
  • Streamlined network applications and harmonized applications.

Confidential

Project Infrastructure Manager

  • Project Manager led a team of 10 to provide infrastructure and data migration for electronic payment systems credit / debit cards, cash, point-of-sale after mergers and acquisitions by First Data.
  • Incident and Problem Management.
  • Risk Management for Business Continuity while planning for disaster recovery.
  • Vendor management with NCR, Nixdorf, established.
  • Change management, capacity planning, and quality management.
  • Performed technical client negotiations Western Union, etc. .
  • Liaised with banks in Southern Europe and the US.
  • Infrastructure/Datacenter: Networks were prone to failure.
  • Supervised the deployment of database systems and augmenting network infrastructure.
  • Managed incident and change management.
  • Patch management and monitoring.
  • Data conversion from legacy systems and server relocation.
  • Defined strategy for network operations, which was affected by different bandwidth. This also included dial-ups, across the national network.
  • Controlled access to devices card readers using firewalls.

Deutsche Post DHL Consultant

As a conceptual analyst, introduced a comprehensive backup strategy for DHL's global sites to ensure high-availability in a clustered and distributed environment. Also, defined database migration strategy, supervised its implementation and taking the system into production for a very short project.

Sony Corp. - Project Manager

  • As Business Continuity Manager managed the complete life-cycle management at the IT Service department at Sony's largest research center outside Japan.
  • Auditing license compliance, inventory control and asset management.
  • Data and Wintel and Linux server migration.
  • Developed a data quality and data governance package tool, which includes data profiling, business rules and source integration auditing scripts SDLC .
  • Tested and implemented measurement and monitoring programs.

Lufthansa - Project Manager

  • IT Manager for global Delivery and Support of all of Lufthansa's check-in terminals together with IT support on a world-wide basis Europe, Asia, the Americas .
  • Managed maintenance and field service operations.
  • Business Continuity Management ensuring uninterrupted provision of operations and services.
  • Designed a comprehensive multi-cultural concept for disaster recovery, business recovery, business resumption and contingency planning.
  • Originally, Service Level Agreements had not been in place.
  • Specified the contractual basis defining scope and quality of services.

DU Telecom Dubai, UAE Consultant

IT consultant for companies who were planning to set up management centers in the area from which they could direct their global enterprises. Also, business impact analysis identifying single points of failure, recovery and resumption procedures formed the major part of this project.

Project Manager

  • As Project Manager, tackled continuous budgetary overruns that eventually resulted in reduced annual savings of 5M out of a previous budget of 14M were realized while, at the same time, substantially increasing the service quality and not laying off a single individual.
  • SLAs had to be defined on legal, technical and operational grounds.
  • Impact analysis, including penalties and bonuses, was embedded in an overall ITIL framework.
  • First, second and third level support was implemented as part of a comprehensive support strategy.
  • Existing IT processes and provisions were augmented to be more responsive to customers' needs while simultaneously being more cost-effective.
  • IT Security was a major concern of top management as access control and information flow was ill defined at the outset.
  • Effective control of IT operations and rollouts was established over internal and external IT provisions.
  • Clearly defined deliveries and financial planning were rigorously enforced during a rollout of over 110.000 workstations.
  • Led the Re-Engineering of the Supply Chain for equipment parts distribution with new cost effective routes that improved the operational cost.

Confidential

Database designer and administrator for the administration's Oracle, Informix, Sybase and MS SQL databases. Conceptualized backup strategies and migration issues.

Medical Data Systems

  • Project management for architecture and implementation of a Sybase replication system covering five geographical sites under Unix.
  • Realized a new billing system with its data being consolidated and replicated to various locations.
  • Introduced Replication Server to maintain subsets of data at different geographic locations.

Project Manager

  • Managed a team of nine DBAs and replication specialists for charge cards Marriott hotel group and property management.
  • The production system guaranteed 24 hours uptime and could therefore only be taken off-line when real-time data replication was in place.
  • This strategy ensured business continuity as well as financial and technical reliability.

Confidential

  • Management of global treasury support for fixed income investments through replication of Global Reference Data.
  • An all-inclusive continuity strategy was comprised of disaster recovery, business recovery, business resumption and contingency planning.
  • Production, QA and development systems were strictly separated.
  • Global financial data was consolidated and audited daily while reference data was distributed to all worldwide operations on a continuous basis.

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