EXECUTIVE SUMMARY:

• Experience with a wide variety of roles: Project Manager, Project Analyst, Business Analyst, System Analyst, Application Programmer, and Infrastructure.
• Subject Matter Expert in Project Management Processes, Risk - Based Root-Cause Problem Solving, Professor/Mentoring, Continuous Improvement, and Customer Focused. All to improve my roles as IT Software Project Manager.
• High degree of experience in planning, managing, directing IT Projects - developing project teams, RACI, coordinating with C-Level executives with internal and external stakeholders to accomplish the goals and objectives of the chartered project.
• Highly experienced in managing Predictive, Iterative, and Adaptive project life cycles (aka. Waterfall methodology).
• Experience and Skilled in Agile/SCRUM delivery methods (protect the scope while keeping committed to a delivery schedule and budget).
• Advanced critical analytical thinking skills.
• Experienced delivering small to large IT projects ($500k to $2.5m (32,500 hours).
• Knowledge of IT PMO Governance, PMBOK, and CMMI process improvement policies/procedures/methods.
• Proactive Risk Management perfected at General Motors Audit Services.
• Scope management is my focus of the triple constraints (scope, schedule, and budget). When you manage scope well the schedule and budget should take care of themselves.
• I prefer function over form. Roll up my sleeves and deliver. Low politics. Conflict management.
• Skilled in documentation to a wide audience and to all levels of Management.
• P to develop reasonable project delivery schedules.
• Continuous monitoring of cost to bring the project in on budget.
• Excellent communication skills.
• Proficient with project management tools such as MS-Office, MS-Project and Clarity.

SKILLS, COMPETENCIES & EXPERTISE:

EXPERIENCE:

Confidential

PMO Governance Manager

Responsibilities:

• Conducted formal weekly status reporting to inform leadership on the individual and overall health of the organizations IT portfolio and efforts.
• Facilitated monthly Process Continuous Improvement forums to discover best practices, including human resource management concepts.
• Operated and improved the executive facing, mobile-friendly, IT Dashboard pilot to improve the communication of operations incidents to leadership.
• Introduced and consulted with project managers on their RTG (Return to Confidential )/GtG (Go to Confidential ) plans.
• Audited Gate quality in JIRA as a means to improve the SDLC experience, not for punishment.
• Developed and conducted material in Atlassian Confluence to improve the skills of new and existing project managers.
• Initiated a high visibility executive-facing operations dashboard project using a hybrid Agile/SCRUM methodologies, user stories, daily-standups, and a backlog employing a JIRA SCRUM board organized into releases.
• Brainstormed ways to improve the schedule and budget delivery discipline of the projects.
• Witnessed the effective use of PPT Swimlane documents to improve the integration communication of complex projects.
• Tailored the SDLC for individual Discovery/Analysis-Only (AO) projects.
• Participated in the construction of a new Privacy project questionnaire for the protection of personally identifiable information (PII).
• Observed the 2017 IT strategic planning workshop to introduce horizontal competencies to improve the delivery of projects.
• Mentored Jr Project Managers on applying the right amount of process to mitigate the risks to their schedule, scope, or budget.
• Constructed the slides for the rollout of a friendlier mobile use policy.
• Flowcharted improved business process flows in Visio and PowerPoint.
• Deployed a project change control process into the SDLC incorporating a CCB component.
• Communicated Release Schedule via MS-Project.
• Recorded and posted (in Confluence) meeting minutes to provide historical s for project close lessons learned activities and facilitate stakeholder understandings.
• Evaluated PPM tools such as Clarity, MS-Project, and Netsuite.
• Applications included B2C (Ford.com) and B2B (Dealer Connection).

Confidential

Project Manager

Responsibilities:

• Application PM for a government behavioral healthcare claims system called Confidential as part of Confidential .
• Delivered ALL my projects at a Confidential status.
• Managed multiple waterfall projects simultaneously from $50k to as large as $2.5m such, such as the 30 day re-admit and Duplicate Claims. Or as small as $50k analysis only to determine the root cause failure of the deployment of a HIPPA security logging system.
• Monitored and reported on project cost vs estimate to deliver the business case with the right amount of ROI.
• Delivered to schedule and quality for a post-deploy, defect-free (exception), experience to a 3 million transaction a day system.
• Effectively communicated project status (GTG/RTG (Return-to- Confidential plan) and risks/issues) on-time to business executives and stakeholders thru an enterprise PPM tool thus freeing up valuable time for all project stakeholders.
• Continuously managed risks/issues/changes in a proactive, prioritized fashion.
• Led short time boxed daily and weekly project status meetings to keep a pulse on the risks to the project deliverables.

College Professor

Confidential

Responsibilities:

• Delivered entry level computer class to both skilled and adult learners to student satisfaction.
• Developed the project plan and schedule (via syllabus).

Confidential

Project Manager

Responsibilities:

• In a staff augment role, my primary duties were to manage and mentor day-to-day project processes over site of contractors working on the strategic Confidential Global Business Intelligence (BI) COGNOS 8/Data Warehouse for the Global Human Resource department.
• Also achieved many secondary values such as: SME of Project Management Quality Processes such as General Motors SDP-21, Lean Six Sigma (LSS), PMBOK, and QS-9000. Secondary value as local Lotus Notes expert and Configuration Management Lead.
• Utilized a root-cause problem solving model to work out issues for a zero launch post-production defect (exception) result.
• Administered the department MS-SharePoint sites.

College Professor

Confidential

Responsibilities:

• Instructed the undergraduate IT capstone course using a case-study style.

Confidential

Project Manager

Responsibilities:

• Managed (in an Agile fashion) iterative releases of application code to global Lotus Notes based Audit Management System.
• Delivered and aggressive Phase II of government mandated web SOX-404 compliance tool on-scope, on-time.
• Facilitated requirement gathering and steering sessions using a light JAD technique.
• Introduced Six Sigma concepts to department leadership around measurements and feedback loops.
• Managed risks and issues in a proactive root-cause problem solving way to maximize the value of the end result.
• Administered and Programmed in Lotus Notes.

Systems Analyst

Confidential

Responsibilities:

• Consulted and administered a global Lotus Notes and cc:Mail messaging system for a tier-1 automotive supplier through their Y2K migration.
• Mentored colleagues to earn their CLP .

Systems Consultant

Confidential

Responsibilities:

• Consulted and administered messaging systems such as cc:Mail, Lotus Notes, and MS-Exchange at global automotive suppliers.
• Stabilized the failure-prone cc:Mail system using a 80/20 root-cause problem solving approach that allowed for a cleaner migration (less defects) to a more robust platform.

Business Analyst

Confidential

Responsibilities:

• Gathered and documented requirements for a migration to a Confidential Inventory Management system.
• Stabilized a COBOL mainframe based inventory, supply-chain, system.
• Provided Analytical services.
• Developed an emergency response team to improve coordination and response times to injury incidents.
• Learned and applied a 80/20 risk-based root-cause problem solving approach to prioritizing and fixing projects and defects.
• Maintained a supply chain EDI system.
• Programmed Inventory Control application in COBOL on an IBM mainframe.
• Upgraded the computer infrastructure, both mainframe and workstations.