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Project Manager Resume

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SUMMARY:

  • ERP / Infrastructure / IT Strategy Development / PMO / Systems Development / International Consultancy / Procurement / SLA, SOW, & PSA / Vendor Management / Change Management / Process Optimization / Governance / Strategic Planning / Negotiations / Risk Management / Expense Control
  • Multi faceted International Program and Project Manager experienced in the information technology space. He has managed a wide variety of projects that include ERP implementation, Infrastructure upgrades, PMO establishment, IT strategy review and application procurement and implementation.
  • Peter’s industry background includes: chemical, pharmaceutical, finance, airline, medical, manufacturing, telecom, architectural design, utilities and software.
  • 23 - years Program and Project management including financial control experience (in excess of $30 Million for a single project) over a variety of projects and platforms including hardware, software, vendors, and internal resources.
  • 19-years managing and leading multinational cross functional teams and skill sets in projects and programs across Confidential and NAFTA using internal and partner resources.
  • Complete life cycle experience from feasibility study to post implementation support under industry standard methodologies, e.g. PROMPTII (predecessor to PRINCE), PRINCE2 since 1996, ITIL, e-TOM, PMBOK, SSADM and SSM.
  • Significant Change Management experience both within the organisation and at external customer facing level within Confidential and NAFTA.
  • 9-years vendor management full life cycle procurement including contract negotiation of software license, hardware, and professional services.
  • 11-years supplier experience in contract negotiation with external clients across Confidential . This includes license, consultancy and service level agreements.
  • 15-years stake holder relationship management up to “C” level.
  • ROI and business case development
  • Full project tool knowledge including (inter alia) PMW, Control, Casewise, MS Project, Planview, Siebel, Clarify, Visio, MS Office
  • Production and negotiation of Service Proposals, Statements of Work and PSA’s

PROFESSIONAL EXPERIENCE:

Confidential

Project Manager

Responsibilities:

  • In-sourced Service Desk - This project recruited and trained 27 people, implemented a Call Management System, and a Help Desk system called FootPrints to support the newly in-sourced Service Desk and OSS Function
  • Windows 7 Refresh - This project upgraded circa 7,800 laptops and desktops globally from Windows XP to Windows 7. The project also assumed responsibility for image development and application packaging.

Confidential

PMO Coordinator

Responsibilities:

  • Coordination of the Confidential and Confidential Technical Integration Program and the Billing System Upgrade which involved 18 integrated projects.

Confidential

Project Manager

Responsibilities:

  • MS Exchange Upgrade from Migration of 9,867 mailboxes, 1,032 BES accounts, and 380 resources. The project consolidated 2 production environments into one data center in the USA and created a new DR site in Germany. Additionally the project upgraded and standardized BES, implemented Airwatch for iPads, implemented RMS at the DR site, upgraded DRA and RMS for the production site.
  • Disaster Recovery Program - The project was a rolling program of work with the following work tracks: i) All critical applications at the GDC were provided a DR capability using SunGard, ii) an archiving solution was implemented for the SAP Production Instances at Suwanee to enable a 36-hour RPO to be achieved.
  • LAN Refresh Project - This project replaced 14-switch types at 28-sites that were deemed “end of life” by the manufacturer. A total of 320 Cisco switches were replaced globally in NAFTA, Europe, and Asia. The switches included Core, Distribution and Edge switches. The project was a rolling program of work on a site-by-site basis with all three regions being managed in parallel.
  • LAN Global Standards - This project applied global standards to LAN switches under a rolling program of work. The project: i) standardized the IOS, ii) relocated existing wireless users to a new standard wireless subnet and VLAN, iii) implemented defined security standards to control access on management networks through: SSH Access Protocol, Access Security, Isolating the PCN and DMZ subnets, and standardizing the Network Documentation and iv) Implemented Quality of Service (QoS) across LAN to control bandwidth utilization by traffic type.
  • Router Refresh - This project replaced Cisco routers at 8-sites in USA, Europe and Asia that were over 5-years old and were deemed “end of life”.

Confidential

Program Manager

Responsibilities:

  • Managed the integration of acquired data centers and technical acquisitions as part of an inorganic growth strategy for a technology company; Responsibilities included development and execution of integration strategies for governance, architecture, infrastructure and product portfolios.

Confidential

Program Manager

Responsibilities:

  • Developed full end-to-end business process and rolled out an Enterprise PMO for an International Design company using PMI standards as part of a major cultural change program within the organization. The main PMO was located in Dallas, with satellite PMOs in Shanghai and Hong Kong.

Confidential

Project Manager

Responsibilities:

  • Working in the Manufacturing division I managed the procurement of a manufacturing software package solution and the 3rd party software vendors on behalf of Confidential . The project was rolled out over 3-phases and included integration with the company financial system and time management system.

Confidential

Continuity Manager

Responsibilities:

  • Managed 50-resources working across multiple programs within oneIT. The resources ranged from Project Managers to Technical specialists working on IP/MPLS and IP Design. As Continuity Manager, I managed the resource demand and people supply process.

Confidential

Program Manager

Responsibilities:

  • Working in the Operational Excellence Program allocated three projects defining business processes and system interactions down to process level 5 under the eTOM framework for Telecom Service Providers. The Asset Management project for workplace technology assets delivered a corporate system from initial request through to asset decommission and removal under the WEEE disposal legislation. The Componentization project delivered the deployment and adoption of a standardized approach to the bid to maintenance life cycle throughout all regions. The Vendor Contract project defined and implemented the best practice procurement process for all European shared services using preferred suppliers.

Confidential

Senior Program Manager

Responsibilities:

  • Working for the Customer Relations Director the project reviewed the CRM system managing the FrOpt end-to-end business process. The project reviewed business processes and system interactions to identify process improvement opportunities.

Professional Services Director

Confidential

Responsibilities:

  • As the Services Director for Confidential, I managed the professional Services team based in Austria, England, France, and Germany.

Confidential

Program Manager

Responsibilities:

  • The main purpose of the role was to manage the procurement process and the subsequent implementation of IT systems. All procurements went through a formal RFI, RFP and ITT process. As such, I would be responsible for initial vendor identification, procurement strategy including evaluation definition, production of all tender documentation up to and including final contracts (software license, hardware, SLA and services) for the chosen vendor. Post contract, I would manage the vendor and the project until formal handover to the business.

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