SUMMARY:

• A dedicated and result - oriented IT Technical Project Manager with a portfolio of successfully managed IT Infrastructure and Application Development projects, looking for an IT Project Manager Position to utilize outstanding skills and knowledge on best practice frameworks of IT Infrastructure Deployment and IT Service Delivery Projects. Offering more than 20 years of experience in Technical Consultancy, IT Project Management, IT Service Delivery Management, Systems Engineering, and Support within major Technology Provider/Financial Institutions like: IBM, Siemens, MTS Allstream and Confidential .
• Simultaneous management of several complex and capital IT projects with highest success rate in meeting scope, cost, schedule, and quality objectives. Manage risk and issues effectively with minimal impact on project resources and objectives.
• Provisioning of modern IT infrastructure platforms in large and complex Data Center Projects including Cloud/Virtualized and Enterprise computing with modern approaches to integration based on SOA, Web Services, Messaging and XML using modern platforms AIX/UNIX/Linux, Windows Intel and AS/400 Series.
• Experienced in managing application Development projects on Financial Systems (CORE Banking, Credit cards, . . .), Data Warehousing, Systems Integration, Data Conversion, . . .
• Strong Systems engineering background leads to be exceptionally successful with managing IT Infrastructure Deployment projects especially with Server Consolidation, Middleware products, System Software and Hardware installation, upgrade, decommission and migration along with Data Center projects Installation, Upgrade, relocation and disaster recovery
• Build and lead highly technical Project Teams and motivate individuals effectively. Excellent problem solving, presentation, mentoring, verbal and written communication skills, with strong leadership spirit and effective conflict management approaches.

TECHNICAL SKILLS:

Technology and Tools: z/OS, z/VM, Linux, UNIX, Linux, MS Windows, z/OS UNIX Services IBM Mainframe Servers, System z, zSeries, POWER Series, Sun, HP Blade, VMware Storage Systems (IBM, EMC, HDS, NetApp, and Siemens), SAN, NAS Network Technologies, TCP/IP, SNA, Novell Netware, Cisco DB2 UDB, VSAM, MS SQL Server, SQL, MS Access, MySQL, Assembler, COBOL, PL/I, REXX, C/C++, Java 2 EE MS Project, Primavera, MS Office, Lotus Notes, UML

PROFESSIONAL EXPERIENCE:

Sr. Infrastructure Project Manager

Confidential (Chicago, Illinois)

Responsibilities:

• Manage migration of 1700 users from Citrix Virtual Desktop environment to VMware Horizon View VDI Technology. The team consists of 5 FTE Systems Engineers and two business analysts. Both vendors are also involved in the project with consultancy services, also a large number of Q/A testing individuals. The project took one year (I joined in the middle) with a budget of $600K.
• As part of a large Data Center Consolidation Program, The next project that I undertook to manage was migration of a data center to company’s centralized data center platform. This involved relocating hardware and applications, and installation of new hardware in data center also migrating 25 virtual Windows server 2003 to Windows 2008 SP2 and SQL Server 2008 to SQL Server 2012 and applications into new standard platforms. The team consisted of one Citrix, two DBAs and a consulting company to migrate Dynamics GP Application. The project took 5 months with $200K budget.

Sr. Infrastructure Project Manager

Confidential

Responsibilities:

• The scope of the project included renovation of an existing data center with some real estate and construction activities, facility infrastructure upgrade, decommission and relocation of DP equipment, purchase complementary equipment (storage and Wintel servers) by selecting vendor and configurations, and migration of servers, storage, network, and virtualization of platform to setup high-transaction environment
• Three independent contractors employed to upgrade power and distribution wiring, air conditioning equipment, and alternate power source and UPS
• A complex Project Management Plan developed using waterfall methodology by MS Project and CA Clarity for financials
• Managed 3 teams of hardware/software/networking and 3 contractors during 12 months with estimated budget of $2 million meeting planned Time, Cost, and Scope
• Developed an efficient Change Management Structure for normal and urgent changes following ITIL/ITSM Change Management process model
• An active Change Steering Committee controlled all requested changes with decisive and on-time decisions
• Established comprehensive and efficient Change Management processes and a Change Advisory (Control) Board to oversee all changes within related projects and a subset CAB for controlling urgent changes
• The configuration consisted of 5 IBM z10 Mainframe Servers, 10 p Series/AIX (UNIX) servers with IBM/EMC VMAX storage devices and 10 NetApp FlexPod racks with 500 Wintel servers to build virtualized environment using VMware for Windows 2012 Servers and Red Hat Linux for and VMware Horizon for Desktop Virtualization Infrastructure (VDI) and Active Directory Servers
• The data center gained highest conformance credit of Green Data Center and Disaster Recovery Standards. Power consumption rated as 50% less than existing data centers with the same processing capacity using Zero Idle Technique for workload placement
• Scope of the project consisted of replacing and migrating 1800 old desktops computers running window XP with new Lenovo workstations using Windows 7 and MS Office 2010
• Managing a group of 10 technicians in three teams for decommissioning and installing 1100 new workstations. Migrating 1800 Wintel workstations to Windows 7 after categorizing user community and migrating applications to Windows 7. Creating distribution images (gold image) for each category after extensive tests in different steps
• Migrating the server side from Windows 2008 to Windows 2012
• Setup a special Service/Help desk to manage any incidents/problems the users may have
• The project took more than 18 months to complete with a budget of $2.3 million dollars that included the equipment costs
• With detailed planning and coordination no disruption in the normal workings occurred.
• Scope of the project was development of a high-performance channel manager program to handle very high volume of transactions from different retails banking channels like Internet banking, POS terminals, and ATMs based on service-oriented architecture (SOA)
• A team of 15 full time developers and two banking and digital media SMEs developed the system in 14 months with a budget of $1.8M
• The Channel Manager Component tested within different platforms and operating environments to select the best combination IBM Middleware products. Final operating platform was IBM z Systems Mainframe with z/OS, DB2, and WebSphere Message Broker, IBM AIX Servers on p Series and Wintel FlexPod computers from NetApp and HP/Linux
• A comprehensive Project Management Plan used to manage and control execution of the project and employed MS Project to define Project Schedule and Resources
• The project used waterfall SDLC approach based on PMI PMBOK methodology and benefitting some elements of Agile Methodology, like conducting short meetings with project team members twice a day
• Cooperate with ITIL/ITSM Change Management Control Board to manage Change Requests
• Developed a SharePoint site to present all documents created using MS Visio, PowerPoint, excel, and word. Project closed on-time with 5% cost overrun and highly satisfied users

Confidential

Senior PMO Project Manager

Responsibilities:

• The scope of project consisted of migrating Confidential legacy payment system in Spain market to VisionPlus (from Confidential Corporation) that is used in majority of Confidential markets. Execution and lessons learned of the project should completely documented to employ gained experiences for other markets that were not migrated yet
• The project took 11 months with a team of 10 FTEs located in India. The budget estimated around 2 million Dollars that closed with 10% over budget
• The Waterfall methodology used to manage and plan the project with MS Project and SAP for controlling the project execution and costs
• VisionPlus is a mainframe based system uses COBOL/CICS/DB2 technology and used ChangeMan for change and release control.

Confidential

IT Project Manager

Responsibilities:

• The scope of project consisted of decommissioning of one Nortel STP, installing one Tekelec STP, and migration a Nortel STP to Tekelec STP
• Lead a team of 6 FTEs from different functional areas within MTS for 16 months
• Developed a detailed Project Management Plan to manage project execution and outsourced work packages using waterfall model and PMI PMBOK processes framework
• Defined project schedule and resources by using MS Project and developed a SharePoint site for storing and presenting all project documents
• Closed project on time and budget
• Installation of new STPs caused significant improvement in signal processing, monitoring, and disaster recovery
• Consolidation of data centers results 40% reduction in operating costs of MTS signal processing function.

Confidential

Project Manager - Infrastructure

Responsibilities:

• Developed a complex project management Plan with a comprehensive Project Risk Management and Project Communication Plans using waterfall model and PMI PMBOK standard processes.
• Three assistant project managers assigned to assist in managing contractors, cabling, and it infrastructure installation with more than 50 FTEs in different phases of the project.
• Project activity schedule and resources defined by Primavera Enterprise software and three different SharePoint sites used to store and present project document to different sets of stakeholders. MS Office used to create and disseminate relevant project documents. CA Clarity software used to record and report project expenses.
• Four contractors employed to upgrade power and wiring, air conditioning, raised floor, and alternate power source and UPS
• Installed IT configuration consisted of two clustered IBM z System Mainframe Servers with z/OS and DB2, and 8 networked IBM p Series with AIX and Windows Intel Servers using EMC/Brocade SAN storage technology with complete High Availability and Disaster Recovery features
• Managed Change Requests according to ITIL/ITSM Change Management Process Model
• Migration of ERP System to z/OS environment.

Confidential

PMO Project Manager

Responsibilities:

• The scope of project consisted of enhancement and modifications to VisionPlus payment system of Confidential Corporation to accommodate with Confidential payment processing system
• All change requests were planned using MS Project and a SharePoint site to present latest progress of CRs. ChangeMan z/OS component used to keep track of changes
• This project took 15 months with 20 FTEs and a budget of $2.3M
• CA Clarity used to record project expenses and consultants’ time sheets. MS Excel/MS Word used for recording change entries and creates relevant documents
• VisionPlus runs on IBM z System Mainframes with z/OS, DB2, and CICS and use ChangeMan to control changes and releases.

Confidential

Project Manager

Responsibilities:

• The scope of the project was modernization of insurance accounts and claim records with transformation of current processes and their legacy systems.
• The project needed a number of Life Insurance components to be completed in other projects and deliverables, therefore, an integrated Project Management Plan developed to ensure all the required activities and dependencies are completed. The integrated plan enabled successful completion of the project on time and budget.
• The project took 20 months to completion fifteen FTEs with the budget near two million dollars.
• The integrated Project Management Plan developed according to waterfall model and PMI PMBOK standard processes by using MS Project define the project activities and control milestones.
• CA Clarity to record expenses and timesheets. MS SharePoint used for communication and distribution of project documents.
• The platform consisted of IBM AIX and AS/400 servers connected to Windows Intel computers.