PROFESSIONAL SUMMARY:

• Extensive experience in managing both infrastructure and application development projects covering all phases of the enterprise IT project life cycle. Especially adept at project documentation, scheduling, validation, and verification as well as performance monitoring and change Control. Over saw all aspects of project, set deadlines, assigned responsibilities, and monitored and summarized progress with stakeholders.
• Architecture Design Network Administration Network Performance Analysis Statistical Analysis Root Cause Analysis Earned Value Six Sigma Analysis Resource Loading and Leveling Communication Test Director Documentation Regression Testing Unit Testing Earned Value (Using Pivot tables / Clarity / Microsoft) Agile
• Waterfall Integration Engineer Technical Project Manager Business Analyst Data Center Network Services
• IT Audits Virtualization/Cloud Mainframe Mid - Range Desktop Deployment IT Security Contact Center

TECHNICAL SKILLS:

• Clarity
• Excel
• Outlook
• PowerPoint
• Project
• SharePoint
• Visio
• Word
• Nexus
• SAP
• XML
• Portals
• IOS
• Android
• Http & TCP/IP Protocols
• ISO/IEC PRF

PROFESSIONAL EXPERIENCE:

Confidential, Ann Arbor, Michigan

Project Manager

Responsibilities:

• Created Statements of Work (SOW) to inform all relevant team members the requirements of the program. Initiated request for quotes and/or sourcing requests. Worked with suppliers and vendors tracking all events involved from engineering design to die delivery.
• Reviewed all engineering changes (EWO) using tools such as Team Center while acting as a liaise with all other project managers and engineers assuring that all other data files were coordinated.
• Worked at Hercules Die Tooling for a total understanding of the press metal fabrication process / die build and die mod changes and validation of processes. Reported documentation of closures regarding validation data to stakeholders. Reviewed engineering changes making comparisons on old and new to determine the requirements of the changes. Followed up on all events that could impact timing and cost of die deliveries such as material required for tryout, the robotics, die changes through SORP. Developed and tracked MS Project plans rolled up to a GM Timing application called TMaCs throughout the Project Life Cycle. (APQP)
• Kept all relevant engineering groups in the loop on changes. Liaised with other project managers on an ongoing basis because the engineering projects involved multiple geographical locations. Participated in all PDT presentation reviewing the die and material status.
• Coached other engineers on the GM processes and procedures. Motivated and supported team members and influenced them to take positive action when issues or concerns arose.
• Scheduled approved die changes with suppliers, prepared international documents, Scheduled and procured die changes using SAP
• Worked with various OEMs throughout the world on die construction.

Technical Program and Project Manager

• Tracked New Product Development of the Merillat brand of kitchen and bathroom involving last phases of a major launch. The functional groups / stakeholders were Marketing, Sales, Engineering, Operations, Manufacturing, Inventory planning, and IT. Managed Quick Win project working with all functional groups involving process enhancements to eliminate redundancies.
• Managed Data Quality project involved in standardization of schedules including handoffs to increase communication between functional groups. Held weekly meetings understanding the process flow of each of the functional groups to gain a pictorial view of their process and where they break down.

Technical Project Manager

• Managed infrastructure servers required to be transitioned off old servers to new P7s Virtual Servers. Also in scope were servers that required only the AIX OS 7.1 upgrade. Project contained over 200 Servers with funding of $2.8 million. All application groups that are using the servers were informed of the migrations.
• Worked with and supported PMO office in determining events and processes used in the infrastructure projects developing best practices and tools for the project.
• Created schedule for serve migrations and preparation completed for the Commitment Approval Gate for the funding. Estimated resources and participants needed to achieve project goals.
• Established playbooks documenting the deployment process and reviewed with the team. Produced status updates weekly including forecasting and financials.
• Executive Leadership meetings were scheduled to review status of milestones and deliverables to all primary stakeholders. This was followed by sending out a score card to all stakeholders providing a rolled- up status; giving risk, mitigation, and milestones.
• Weekly status was presented to all stakeholders involved in currently scheduled migrations. Issues and conflicts were discussed assigning dates of resolution and accountability.

Technical Project Manager

• The infrastructure changes involved firewall servers, both application and SAN (Data) storage, monitors, data bases involving all business domains. The applications are large financial data systems of Confidential, along with heavy emphasis on security and lines of business, including banking, ATMs, mortgages, lending, and loans.
• Developed MS Project plans that detailed out the events of the infrastructure moves and upgrades.
• Applications involved large financial data systems of Confidential along with heavy emphasis on Security and lines of business involving Banking, ATMs, Mortgages, Lending, and Loans.
• Managed closure of servers in the California Data center that required a build out of servers in Virginia reducing overhead cost of the bank. Led Calendar Federation project involving a Virtualization/Cloud, along with Ecommerce Monitoring Project and Vintage Access Monitoring with Gigue. Presented at stakeholders meetings during Project Life Cycle Phases to discuss project phase approvals with Lines of Business/IT Governance.
• Identified risks involving applications with several groups, and conducted risk assessments on a weekly basis, daily on infrastructure. Collaborated with technical leads to gather requirements and timelines for the projects and understanding dependencies and the critical path. Interacted with functional groups Development, Infrastructure Engineers, Operations and the Testing. Conducted status updates weekly including forecasting and financials.
• Developed a contingency plan for Richardson Texas as original plan did not meet expectations causing a crises situation during an infrastructure upgrade. Participated in the implementation of a disaster recovery plan that went into effect in the data center. Interacted with Engineers in compiling documents and playbooks for upgrading the OS and implementing new security system servers / IT security.

IT Project Manager and Resource Manager

• Managed application called OK to Use, one of the first AGILE projects implemented within Ford Information Technology. Reduced manual effort by 80% in determining part’s place within the Life Cycle.
• Applied strategic planning due to timing and cost constraints, involving Product Engineering, PMO, JAVA/J2EE Development, and Quality Assurance, Architectural team. The deployment occurred within timing constraint and below budget, while saving over a million dollars in resources each year.
• Project Manager of a large-scale $2 million Bill of Materials Part Address Integration project. Removed legacy systems and applications while improving on the integration of others in reducing duplicate data.
• Project Manager and Lead Support involving infrastructure and integrated applications. Worked with the engineers in improving the quality of the part processes within manufacturing. Conducted testing metrics, kept UI interface operating consistently. Moved data from old architecture to new systems that would increase the performance of the Bill of Material applications by 200%.
• Project had a time window of two months in preparation and execution. Enhanced performance, decreased support calls by 70% while allowing the engineers to react in real time cutting time for the engineering portion of the bill of material in ½, with potential savings of $5 million a year.
• Involved in IT audits, change management, upgrades and scope changes to improve the performance, streamline processes and bug fixes. Production Support person for Bill of Materials. Provided Call Center Data Center support, addressing all calls within 24 hours or less.
• Automated the legacy Statement of Work process, interfacing with Asset and Portfolio Management to capture requirements and a simple cost effective solution using J2EE software still in use saving costs and timing by 50%.

Senior Project Manager

• Managed planning and construction of a prototype design shop for Metallurgy Department including installation of lasers, robotics, and presses, finished within one year exceeding all expectations.
• Facilitated upper-level management meetings to guide scientists through the project plan, within time constraints. Created schedules incorporating Lean Six Sigma concepts into lean manufacturing.

Developer

• Created software code for a bill of material tool to assist in scheduling parts and usage during earliest phases of prototype Application was finished in 1996 and still in use at GM by Cadillac engineers, earning them significant savings in development and maintenance costs in the millions.
• Tracked all areas of new product development and assemblies and subassemblies for all panels, electrical systems, transmission to the marriage, and chassis.

Confidential, Southfield, Michigan

Systems Manager/Sales/Instructor

Responsibilities:

• Provided application sales and support for the Artemis software package marketed for the big three auto companies. Created training documentation and trained the client base along with addressing production support issues.
• Installed hardware and software, performed upgrades and troubleshooting of systems.
• Worked on projects pertaining to Government and the auto industry.