Summary

Senior Information Systems Technology Manager with 15 years of success bringing high-level strategic technology vision, planning and line of business support to a global corporation, particularly in the financial services industry.

Leadership:

• A strong transformation leader who is business driven, with a proven track record of success and continued growth. Keen ability to get things done by bringing out creativity in others, through out-of-box thinking.
• Managed departmental budgets related to software and maintenance, compensation, travel, training, and project expenses.
• Demonstrated the unique ability to align business and technology strategies to drive efficiency, growth and profitability in a most dynamic environment.
• Respected mentor to staff advising on organizational obstacles, managing priorities, and maintaining strategic focus.
• Positioned high potential staff for succession planning.

Project Management:

• Managed large teams of employees and consulting resources in multiple geographical locations in full-life cycle SDLC software development for large and complex projects.

• Strong Project Management skills with the ability to execute and implement on-time, on-budge.
• Experienced with multiple Project Management Methodologies: Waterfalls, Spiral, 4D and PMBOK.
• Ran projects using JAD sessions for defining user requirements met weekly with team and stakeholders to define small pieces of functionality to be built and piloted on weekly bases.
• Providing focus and leadership we were able to be the first Unit in Technology and Operations to reach Level III in the Software Quality Assurance process for CMM.
• Strong Project Management, Resource Management, and Budget Management skills.
• Ability to mitigate issues and risk by working with team members and stakeholders on alternate solutions.

Confidential

Project Manager

• Responsibilities:
• Developing combined Project Plan MS Project
• Managed Teams performance at both locations throughout the Life-Cycle.
• Secure acceptance and approval of deliverables from the Sponsors and Stakeholders
• Communication, including status reporting, risk management reporting, and escalation of issues at the Team and Steering Committee Level
• Managed cost budget to allocate overall cost estimate to individual tasks
• Effectively managed 50 change control processes due to requirements changing.
• Data Migration Schedule and Efforts
• Migrate data from FoxPro tables to Wyde system Latham . Two outside contractors.
• Migrate data from Facets tables to Wyde system Peoria . Two outside contractors.
• Responsible for resource assignments, schedules, and reporting
• Payroll Deduction being developed in-house
• Proprietary software system to interface with the Policy Admin System .Net / SQL Database
• Responsible for resource assignments and requirements, Project Plans, and guidance through the SDLC phases.
• Customization being developed by consulting firm CGI
• Customization to base to meet the companies needs.
• Responsible for Managing three releases Agile approach with the vendor to insure requirements were met
• Over 500 Requirements defined.
• Responsible for Managing three releases Agile approach with the vendor to insure requirements were met
• The Project consisted of the following SDLC activities:
• This project was being run and managed by two PM's, myself and a counterpart in our Peoria, IL from January 2007 to February 2010. Overall project budget at both locations was 4 million dollars. In February 2010, I was asked to take the project over for both locations as the Program Manager.
• Lead the Project Management activities for a new Policy Administration System being developed and installed at the Latham location along with the development of a Payroll Deduction System.
• Base System being developed by Wyde Corporation in Paris, France
• PMO setup
• Incorporated PMBOK documentation utilizing the 4D Methodology Discovery, Design, Develop, Deploy in the companies Project Management Office PMO .
• Defined Project Templates for use
• Define Project Workflow for small and Large Project
• Defined Project Management job descriptions
• Created Methodology
• Project Initiation
• Project Planning
• Project Execution
• Project Monitor and Control
• Project Closure
• Established Document Repository
• Established tracking and reporting on the Health of all project activities Schedule, Budget, Major Issues, Major Risks

PROFESSIONAL EXPERIENCE 1983 2006

Confidential

• Lead a team of development managers, project managers and technical staff responsible for execution and implementation of merger activities between Fleet legacy and Bank of America legacy applications. Responsible for merging Deposits DDA, Savings, and CD's , Regulatory applications DISC-IRS / RRS Safe-Box, Large Cash Reporting LCR and Combine Statement System from Fleet to Bank of America.

• Managed the development effort, project efforts, implementation, and execution of a new Combine Statement system that supports the former Fleet Combine Statement customers on a new Bank of America Platform which was a prerequisite for the June / July 2005 Deposit conversions. System was developed using the Metavante Custom Statement Formatter CSF , MVS software and Messenger GUI software. Combined statement included all Deposit accounts DDA, Savings, and CD's , Mortgages, Loans, Credit Cards, and Brokerage accounts. Project budget was 9M dollars that was extremely visible to executive management creating the need for extensive Issues, Risk, and Change Management reporting.

Confidential

• Lead a team of development managers, project managers and technical staff responsible for execution, project management and implementation of software development projects through the complete development life cycle: requirements gathering project estimating, project scheduling, status reporting, change management and issue / risk reporting. Keep staff focused on support and operational issues that could have a direct impact on application availability, performance, and functionality.

• Managed the conversion efforts of the corporate Hogan Customer Information System CIS to an IBM CIIS-Database model DB2 utilizing Java front-end, MQ-Series, Publish / Subscribe, COBOL-Calls. 21 Million Customers converted and 80 million records over a 19 hour weekend. Project software development costs equaled 6M dollars.

• Developed long-range strategy and policy development for the applications supported by the group with business partners, cross-functional teams.

• Monitor project activities such as progress, issues, tasks, schedules, budgets, and resource allocations.

• Provided direction and leadership in building a strong, diverse management team within the department. Establish a team structure to meet the changing business objectives and maximize productivity, quality, and customer satisfaction. This was completed by having the management team responsible for and focusing on Scheduled Releases of Software, Code Reviews for Standards, and Turnover Reviews.

• Work with major supplies Vendor in relationship to application positioning, a review process as to the business objectives for our applications versus the Vendors objectives.

• Provide Executive Management with daily, monthly, quarterly reporting on projects, budgets, training, diversity, and staffing activities.

• Set up a Software Quality Assurance function that allowed the department to focus on Project Definition, Requirements Management, Project Capacity Planning, Project Estimating, Project Scheduling, Project Risk Management, Project Change Control, and Post- Implementation Reviews. Metric reporting was put in place to measure starting results and monthly going forward.

Confidential

• Managed a group of 5 Sr. Systems Managers, 13 Systems Managers with 120 employees and 80 contractors in Consumer development. The consumer applications included: Branch Platform Teller, Consumer Loans and Deposits, and Items Check Processing.
• Responsible for identifying the process improvements to the nightly run time of the deposit system, that lead to 2 hour reduction in processing time after the significant Fleet / Bank of Boston conversion.
• As a team we were able to break down the stovepipes that had been the typical structure of the applications and had focused on the skill sets of the employees. Moving to a pooled concept that allowed us to move employees around based on project skills needed and application knowledge.
• Confidential
• Responsible for 8 project teams including: Branch Platform/Teller, CIS, CPCS, Vector Systems, PEP, VRU System, and Internal Systems. Duties included Project and Resource Management, Project Reporting and Execution, Adhering to Plans and Budgets, Monitor and Track Performance, Project Risk Analysis, Enforce Project Life Cycle, and Provide Training to Staff as needed.
• Confidential
• Responsible for 8 project teams including: Branch Platform/Teller Client-Server platform 4GL-Language, CIS, CPCS, Vector Systems, PEP, VRU System and Internal Systems.
• Installation of a corporate wide Hogan Customer Information System CIS .
• Installation of Branch Platform and Teller in all branches from a hardware and software capacity, 65M dollar project, including coordination of branch rewiring and hardware installs. Responsible for Software Development, Software Distribution, Monitoring of Servers, Budget, Billing, and User Support.
• Conversion of DOSCHECK to OSCHECK for 3890 Check Processing.