SUMMARY

• Effective leader for strategic initiatives. Excellent communication with executive leaders and stakeholders. Strong team leadership, business acumen, and relationship management. 10 year full lifecycle IT Project Manager with up to 9 projects, responsible for all deliverables. Waterfall, Agile, Scrum, and SDLC. Referred to as “the glue that holds the IT team together”.
• Largest Program: ERP with $8.5M budget, 130,000 resource hours, and over 35,000 users for four Texas universities
• Merger of 3 competitors into 1 manufacturing company with “voluntold” SMEs; hit all deliverables, stayed on track
• Manage relationships and easily build rapport with project technical and client teams, from 3 to 100 resources
• Provided program management consulting for international projects involving currency security products; R & D with hardware manufacturing and software development. Stakeholders were executives from 5 of the G7
• Implemented multiple IT PMOs to standardize management of up to 100 projects of varying size, budget, and scope. Worked with teams to analyze and map current and future business process; identified and resolved gaps.
• Talented in learning client businesses quickly; selected over 3 MBA PMPs each with 10 years experience to manage HR, Finance, and other Higher Education projects - with no prior Higher Education, HR, or Finance experience
• Successfully managed $9.5M high visibility large portfolio of 9 complex projects, including programs lasting 36 months
• Smallest Project: 3 week COTS implementation; directive from the UNT System Chancellor, specifically assigned to me
• Liaison between 5 competing consulting companies with onshore and offshore consultants, dozens of vendors, and multiple customers for ERP program
• Directed and managed cross functional teams: from interns to C-level executives, students to PhDs and professors
• Mentored Project Managers, Business Analysts, Interns, and Team Leads in multiple project management methodologies
• Identified, monitored, managed risk; with risk mitigation plans ensuring appropriate resolution in a variety of industries
• Caught an international hacker on the actual ERP upgrade machine, procedures and training changed immediately
• Won over tenured professors and VERY reluctant stakeholders who refused an enterprise security project implementation
• Achieved excellent results in Phase 2B of severely troubled project with unhappy customers from Phases 1 and 2A
• Ended 5 years of failed engineering attempts to define and clarify 2 previously interchangeable terms and processes
• Reduced discrepancy complaints from 45 per month to just 2 complaints in 3 months for a $150,000 budget

PROFESSIONAL EXPERIENCE

Project Manager

Confidential, Addison, TX

Responsibilities:

• Provide Cyber Security Project Management in the IoT space for a six week global cyber-security initiative
• Provided project management support and daily status updates for client utilizing their specific software
• Worked both remotely and onsite in Austin Texas and San Jose California as needed
• Reworked, streamlined, and automated multiple project and program management tools enabling several project and program managers to better manage time, projects, and interdependencies on a very large global Program

Confidential, TX

Agile Project Manager

Responsibilities:

• Established the new Confidential role; defined processes, procedures, templates, and wrote much of the PM manual
• Provide Training, Mentoring, Guidance, and Issue Resolution to over 40 Confidential PMs
• Facilitate all activities for up to three charities each session, built software products for ten charities to date

Confidential

Senior IT Project Manager

Responsibilities:

• Oversaw $9.5M portfolio, up to 9 complex IT projects; specialized in troubled project recovery, kept 4 interns & 3 BAs busy
• Mentored Project Managers, Business Analysts, Interns, and Team Leads in multiple project management methodologies
• Had 8 bosses and 2 CIOs in 2 years, worked independently to keep all projects on track and moving forward
• Presented portfolio performance metrics to executive leadership via video and written updates to ensure transparency
• Liaison between 5 different consulting companies, dozens of vendors, and multiple clients for one large program
• Directed cross-project activity and dependencies, resources, inter-connected projects, and multiple work streams
• Managed Change Management process for project portfolio with up to CFO or Board of Regent level approval
• Negotiated through significant resource conflicts on concurrent projects, with the same 30 core people required for each project, and over 100 people at times throughout four universities
• Weekly executive video conference status updates and written weekly program updates to several hundred stakeholders
• Accountable for Executive, Internal, and External Communication, Business Cases, Budget Requirements, WBS, Action Plans, Deliverables, Scope, Developing Schedules, Roadmaps, Resource Acquisition/Oversight, Risk and Mitigation Strategies, Status Reporting, PMO Metrics, Test Plans, and Training needs to ensure Quality and Success of the project
• Developed and Implemented project management processes, documentation and templates for new PMO group; including policy, procedure, risk management, and creation of training materials for knowledge transfer
• Educated Product Owners and team members about different project management methodologies and the benefits and pitfalls of each. Provided guidance to the best use of methodologies for specific projects
• Introduced and managed project close out processes and documentation including customer signoff, Lessons Learned, project archival, and Action Item close out and other process improvement recommendations as appropriate
• Achieved excellent results in Phase 2B of a very troubled project with very unhappy customers from Phases 1 and 2A
• Select UNTS Projects

Confidential

Owner, Program Management, and Project Management Consultant

Responsibilities:

• Acting Currency Program Manager for Authentix: Provided program and project management consulting for a variety of international R & D projects involving currency authentication and software development. Mentored junior PMs. Stakeholders were 5 of the G7
• Director, Program Management for The Revenue Growth Company: Provided guidance and templates for PM practices on existing projects, software development, BI dashboard development, and webinar production
• Training: Created and Presented engaging interactive Project Management Basics training to college seniors

Confidential

IT Project Manager

Responsibilities:

• Data Center project that started as a local move for one data center; then with the merger grew to a consolidation and merger of multiple data centers in four states with Site to Site failover between several states
• SAN and WAN enhancements
• Ended 5 years of failed engineering attempts to define and clarify 2 interchangeable terms and processes in just 3 weeks
• Created multiple training products for manufacturing processes, OSHA required training, and software implementations
• Project manager for the merger of 3 former competitors in 4 states, into 1 company with SMEs from 8 business areas
• Developed and implemented the PMO to manage over 100 concurrent projects with reporting responsibility to the CIO
• DRS Projects include: