SUMMARY:

• Over 10 + years’ experience in full life - cycle project management leading and managing geographically distributed cross-functional teams in a matrix and/or global environments. Knowledgeable of the day-to-day operations of a Project Management Office
• Have the right balance of project management skills, project finance knowledge, IT delivery experience (end-to-end), IT operations experience with management and leadership skills
• Experience in supporting Business/ IT Units with project identification, planning, sizing, analyzing impact of projects prior to IT involvement; Able to influence the direction of projects between Business and IT that is strategically and tactically viable for the EPMO and Molina
• Solid experience in preparing integrated work plans across multiple complex programs, executing and delivering EPMO related initiatives without an IT component. Ability to direct team leads to deliver achievable release plans.
• Well-versed in project management of a program consisting of varying size projects, blended methodologies (Agile Scrum Fall) & providing strategic oversight in varying degrees of complexity.
• Experience with project management methodologies and techniques, and their application in business and technical environments.
• Experience & knowledge of Agile Scrum deployments utilizing Team Foundation Server (TFS) and SharePoint 2010. Familiarity with several tools including but not limited to: Confluence, Jira, Lync applications, Jive, Quality Center, etc.
• Expert at managing organizational change projects encompassing business transformations, mergers and acquisitions, and replacing antiquated mainframe legacy system, as well as various other industries that include and are not limited to, supply chain management, entertainment, banking, and or automotive, etc.

PROFESSIONAL EXPERIENCE:

Confidential, Long Beach, CA

EPMO Project Manager

• Support Director of Project QA, Methods, & Services Team in establishing the centralization of project management, project delivery best practices, and project reporting standards for the EPMO and all the projects varying in complexity, size, and IT components
• Responsible for assisting the Methodology manager in defining, developing, implementing and managing a set of enabling project and program management delivery methods
• Work on standardization while introducing economies of repetition in the execution of projects
• Assist in influencing the direction of projects using project delivery best practices between the Business and IT that is strategically and viable for the organization
• Define, develop, implement, and manage formal checkpoints and/or gate governance processes for the various types of projects/programs
• Responsible for conducting the EPMO Academy for onboarding new contractors joining the organization (e.g., Business Analysts, Project Coordinators, Project Managers, etc.).

Confidential, Torrance, CA.

Project Manager

• Track key project elements to ensure high quality, on-time, and on-budget delivery with a hybrid role of a Business Analyst / Project Manager leading the Ops Team on the Customer Service and Service work stream on the 17CY Program. Developed project plans specifying goals, strategy and staffing, scheduling identification or risks, contingency plans, budgets and allocation of available resources.
• Consolidated work stream project plans into the overall 17CY Program MS Project. Identify overarching dependencies across the different work stream’s project plans. Provide cross-project status updates, track progress on milestone/deliverables.
• Assist in facilitation, data collection, and analysis of project resource planning activities
• Utilize project management skills to plan and execute business meetings and events. Planned and facilitated multiple leadership level events, meetings and multi-site town halls to bring about awareness about the 17CY Program and assessed changes in preparation for supporting the new Telematic Services being offered to both divisions (Toyota and Lexus).
• Consulted with management and reviewed project proposals to determine goals, time frame, funding limitations procedures for accomplishing project, staffing requirements and allotment of resources. Asked probing questions in PMO meetings to ensure work stream leads were being clear on their updates and identifying the necessary topics that needed to be communicated out or escalated.
• Provided post-event reporting and analysis and insights to business partners, management and others. Partnered with internal and external business partners, including various vendors managing and executing project plans and assigning individual responsibilities on the detailed project work plans concurrently on multiple workstreams in the 17CY program as needed.
• Sent out summaries of meeting to appropriate audiences, used judgment to determine what level of information was relevant to be communicated out to the entire department/division. Managed /controlled scope change and factors that had been identified to impair the business value of a project
• Closely align with IS (information systems division) in coordinating across various functional information management areas to provide solutions and resolve issues for managed projects. Worked closely with the end users, business technologies to understand and prioritize business goals and information needs related to the project.

Confidential, Burbank, CA

Scrum Master/Project Manager

• Led the implementation of Change & Release processes and process improvements across all divisions of Warner Brothers, Confidential, Confidential Corporate, Turner, and Confidential by seeking appropriate management buy-in, ensuring availability of process documentation and training, and providing proactive support during process rollout.
• Ensured the ITIL-based Change & Release Management process is followed and ensure the adoption of best practices across the organization as they are decommissioning Remedy and moving onto the new ITSM tool called ServiceNow.
• Assisted individuals and teams in the selection of supporting methodology, tools, processes and techniques.
• Defined and drove consistent, repeatable, and automated processes for testing with standards that support source control, build, and release environment. Develop thorough knowledge in understanding the functional and hierarchical dependencies that affect mission-critical and production environments
• Produced metrics and reports to support trend analysis. Uses these metrics and reports to identify and implement improvement opportunities and initiates follow-up actions.
• Continuously looked for opportunities to enhance and improve the process, the tools, as well as integration points with other processes, including Incident and Problem Management.
• Defined, implemented, and governed the change & release policies, processes (including Emergency Change process), procedures, and communication for all IT changes.
• Performed regular reviews of change requests (acceptance/rejection) to ensure that appropriate documentation is in place and results are communicated to the initiators.
• Ensured that all applicable RFCs (Requests for Change) were circulated to CAB members in advance according to defined timeline for prior consideration.
• Ran CAB meetings and provided updates on approved changes' status, changes requiring additional follow-up, and detailed reviews of high-risk changes in form of Global CAB between all divisions (i.e., Confidential, TW, Turner, & or Confidential ).
• Ensured Change logs were updated with all progress that occurs, including any actions to improve service quality.
• Analyzed, planned and implemented routine operational process improvement needs. Supported long-term planning sessions to improve business processes, generally involving use and improvement of information systems and goals.
• Worked closely with IT teams to ensure that the development of software builds, testing, and deployment plans were on track and on schedule. Conducted release planning reviews and release control gate meetings. Ensured that the development of installation scripts, configurations scripts, roll back procedures, and release procedures were developed and fully tested prior to scheduled release date.
• Managed Master Release Calendar and Forward Schedule of Changes.
• Assisted in the identification and communication of process improvement needs to authorized personnel to ensure that the organization needs are met in a timely manner.
• Provided consultation on the use of routine re-engineering techniques to improve process performance and product quality. Deployed plans from conception through closing on routine aspects of re-engineering projects.
• Developed routine metrics that provided data for process management and indicators for future improvement opportunities. Collected data to identify root cause problems. Researched processes to aid in the translation of business objectives into functional requirements and solution design.
• Measured performance against process requirements, aligning improvement projects to close performance shortfalls.
• Assisted management in the assessment of degree of risk impact, timeframe, and cost of re-engineering required achieving the desired future state.

Confidential, Fountain Valley, CA

Release Manager for the entire Gen II Program

• Served as a single point of contact when coordinating and managing all releases and change functions with the client.
• Met with Program Manager to understand all vital aspects of the particular Telematics program. Supported work stream leads in creating schedules, action items, risk logs, meeting minutes, status reports.
• Initiated follow-up actions to correct any problems or inefficiencies ariding during execution of the Change and Release management processes highlighting any issues or ideas for improvement to the IT Program Manager.
• Consulted work stream leaders about project management methodology, change management skills, to help the department understand, adopt, and implement using a project management discipline.
• Assisted Program manager in creating presentation and preparing for Steering committees on seeing the picture and helping others see it too.
• Developed and maintained a detailed project plan which included administrative tasks and all streams and phases involved in the project, identification of conflicts and dependencies with other work stream project plans.
• Communicated relevant information to all team members, such change in scheduled dates, changes in the project requirements, unexpected events/tasks, deployment dates, etc.
• Coordinated activities with vendors and suppliers and maintaining relationships with them
• Escalated missed action items, project issues and/or deplays to the Program Managers.
• Managed task, ensuring Openx and Capex allocations were maintained
• Maintained Program Manager calendars and Project SharePoint site
• Ensured proper project closure - archived project deliverables and closed project administratively with all parties
• Assisted in updating project financial information including budget, forecast, and actuals.

Confidential, Brea, CA

Sr. Project Manager / Organizational Change Management Lead

• Directed all phases of the software development life cycle (SDLC) including the requirements analysis, architecture design, development, testing, deployment and ongoing support in ensuring a successful ERP implementation.
• Oversaw requirements gathering and approval. Institute appropriate control over scope changes throughout the project lifecycle. Ensured development was completed and tested to ensure quality end product was delivered
• Work with team to plan out tasks and created realistic project schedule. Managed to the agreed schedule, pro-actively defined and resolved issues and risks, and removed barriers to team effectiveness. Developed a project budget and stayed within that budget.
• Tackled tough problems head-on. Worked with teams to find solutions to technical resource, schedule or other conflicts.
• Effectively communicated to the project team, stakeholders and executives regarding project status, issues, risks, mitigation plans and deployment plans. Used logic and critical thinking to guide actions and present rationale and plans concisely. Escalated when necessary.
• Proactively managed projects according to department and corporate policies and procedures. Acted as a change agent to drive changes through the organization and participated in continuous improvement.
• Responsible for full-scope change management inclusive of report preparation, training plan development, defining performance metrics, project financials, and processing vendor payments.
• Assembled and led high-performing project teams, tracked specific milestones, managed resources, and orchestrated multiple projects and deliverables simultaneously across 3 separate tracks and project plans
• Partnered with Organizational Change Management (OCM) Lead in change impact assessment, organizational alignment, and role-to-task mapping to transition from legacy system to ERP (JDE).
• Created job descriptions and profiles clearly outlining responsibilities and tasks, accountabilities, and competency definitions and matrices to new security roles vs. current organizational roles.
• Conducted comprehensive needs assessment to determine learning objectives and instructional strategies, and devised training plan specific to each of client’s 13 plants for successful JDE implementation.
• Designed and delivered training solutions through multiple channels including web-based and classroom.

Confidential, Secaucus, NJ

Project Manager

• Ensured that all implementations are consistent with the organization’s SDLC and Sarbanes-Oxley (SOX) compliance standards.
• Transitioned existing ITSM tool “Service Desk” to new application “Service Now” for Governance Group.
• Assisted in uncovering gaps in current processes to streamline adoption of ITSM tool by users.
• Advised on use of routine re-engineering techniques to improve process performance and product quality, and deployed associated project plans from conception through closing.
• Elicited requirements, using interviews, customer documents, workshops, surveys, site visits, and business process descriptions, analysis of business rules, scenarios, tasks and workflow analysis, and any other business analysis techniques for both new and existing processes and procedures.
• Critically evaluated information gathered from multiple sources, reconciled conflicts, decomposed high-level information into details, abstracted up from low-level information to a general understanding, and distinguished user requests from the underlying true needs.
• Utilizing previous experience in using enterprise-wide requirements definition and management systems and methodologies as required for each of the projects within the program.
• Drove and challenged business units on their assumptions of how they would successfully execute their plans.
• Served as the conduit between the customer community (internal and external customers) and the software development team through which requirements flow.
• Collaborated with developers and subject matter experts to establish the technical vision and analyze tradeoffs between usability and performance needs.
• Validated proposed solutions met the project objectives and solved the underlying business problem.

Confidential, Washington, DC

Requirements Manager

• Supported the Director of Requirements and Quality Assurance to oversee several responsibilities within the RCoE (Requirements Center of Excellence)
• Best Practices - Assisted the Director of Requirements to improve and leverage business analysis best practices. This included making recommendations on techniques, for example use cases or context models, as well as on productivity tools, for example modeling tools and requirements collaboration/management tools such as HP Quality Center (Requirements Management Module), Caliber-CM, DOORS, Requisite Pro, etc.
• Requirements Processes and Deliverables - Assisted as a reviewer of the processes and deliverables defined by the Director of Requirements and IT PMO followed during the requirements life cycle. That meant reviewing new deliverables, ensuring that they are kept up-to-date with lessons learned, and making them available to all other business analysts for future projects.
• Operational Project Support - Participated in the planning and opening of new projects to ensure that the right Bas were in place. Provided support to the project to meet timelines or in the form of mentors to ensure that the methodology was being followed, that the tools were being used effectively while serving as quality assurance
• Asset Management - Managed the assets developed during project work and made them available for re-use. This meant establishing an infrastructure for tracking the deliverables and creating a mechanism whereby BAs could research what assets existed and whether they could be useful for a new project (Share Point). In addition, set up procedures to assess the project work in evaluating whether it could be used to build out enterprise business architecture of processes, roles, and supporting systems.
• Participated in short-term and long-term planning sessions with the clients business stakeholders to implement process improvement within assigned areas related to Requirements Center of Excellence
• Established a liaison relationship with business partners in order to provide technical solutions when meeting user needs
• Analyzed business workflows when addressing business needs
• Assessed client needs utilizing structured requirements process (gathering analyzing, documenting, and managing changes) when assisting in identifying business priorities and advises on options
• Provided factual content to feasibility studies for standard development projects and enhancements
• Developed, wrote, and communicated business requirements for the design and implementation of business solutions. Procured technical assistance to help in problem resolution
• Reviewed test plans and monitors the testing process with the Test Lead to ensure that business results were adequately tested with minimal risk
• Developed Service Level Agreements (SLA). Assisted in the selection of vendors for clients in accordance with IT standards and specifications as required
• Investigated, resolved and escalated problems. Monitored and analyzed metrics to ensure customer satisfaction
• Promoted an understanding of IT roles, processes and activities to the business teams. Supported and participated in the formal reporting of project status. Managed customers’ expectations.

Confidential, Ashburn, VA

Project Change Management

• Maintained and implemented corporate-wide technical vision set forth by chief executives when assisting the Director of Confidential
• Led research and development including: project management, technology planning, cost analysis, prototyping, infrastructure impact analysis, resource allocation, growth planning and vendor relationship management under the guidance and mentorship of the Director of Confidential
• Established company’s Enterprise IT steering committee for each of the divisions - Confidential Single Stack Program, Verizon Operations, and Verizon Telecom.
• Assisted the Chief Architect and development manager of company’s first enterprise-wide intranet portal
• Assisted and supported the management of projects of various sizes; estimated resource requirements, completion dates, critical path milestones, monitored progress against plan and providing weekly status reports to Vice President of Confidential .
• Significantly expedited daily business productivity as well as accuracy and organization as champion of major consolidation of multiple applications running concurrently for same function such as Order Entry (five systems), Provisioning of Circuits (seven systems), Layer 3 provisioning (two systems), and Billing (11 systems) resulting from countless mergers and acquisitions.
• Scrutinized organizational processes and control structures to identify opportunities for simplification, eliminate duplication of efforts, and effectively balance risk and control.
• Compiled status reports, modified schedules as required, and reported to senior management.