OBJECTIVE

• Seeking a Sr. Project Manager role to leverage my 26 years plus skills, experience, and education in a combination of disciplines namely:
• IT Strategic Program and Portfolio Management following the PMI Standard for Portfolio Management and Standard for Program Management
• IT Project Management following the PMI PMBOK Project Management Institute Project Management Body of Knowledge and pursuing the PMP Project Management Professional certification
• Business Process Management following the ABPMP BPM CBOK Association of Business Process Management Professionals Business Process Management Common Body of Knowledge and pursuing the CBPP Certified Business Process Professional certification
• Business Analysis following the IIBA BABOK International Institute of Business Analysis Business Analysis Body of Knowledge and pursuing the CBAP Certified Business Analysis Professional certification
• Process Improvement Six-Sigma currently hold a Green Belt Certification
• Service Management ITILv3 Information Technology Infrastructure Library and pursuing the ITILv3 certification

EXPERIENCE

Senior IT Strategic Portfolio Management Consultant / Business Relationship Manager

Confidential

• Main responsibility in a Business Relationship Management role to support and define the NA Powertrain New Model Programs portfolio estimate through Program Approval
• Coordinate New Model Programs cost studies to determine what IT content in terms of IT enablers and infrastructure is necessary to support the requirements of the individual programs and then engages Delivery Partners to provide scope, effort, and cost estimates to the Manufacturing Business Office for these studies
• As programs are approved for implementation at Program Approval gate , transitions overall responsibility for delivery execution to the appropriate Delivery Partner
• Engaged as point of escalation via Program Governance for scope and cost issues
• As programs complete the IT implementations, will participate in process reviews to identify Lessons Learned and Best Practices related to Portfolio Management Processes
• Environment: Window's 7, MS Project 2007, VISIO 2007, Outlook 2010, MS Office 2010, WebEx, Clarity, SharePoint 2010

VP of Education / Board of Directors Elected / Unpaid position

Confidential

• BA Best Practices - BABOK - Business Analysis Body of Knowledge
• Forming study groups for Chapter preparing for CBAP certification
• Chair monthly meetings
• Recommend and provide input to IIBA VP Professional Development and ideas / recommendations to be incorporated at the IIBA International level
• Address gaps in training and capabilities not available today to the BA community
• Identification of potential education providers
• Share experiences to entire BA community concerning:
• Feedback on course quality and if it meets BABOK standards
• Project work, experience reports, and BA success stories

Sr. Business Analyst / Project Management / Consultant

Confidential

• Reporting to the Program Manager, Controls and Sustainability on the Risk Management Basel II, Operating Life Cycle Team
• Primary Objective: Spearheading the Bermuda Triangle project and working with Architecture and Data Governance to get the Basel II indicator into GEAR and developing a solution for automated data flow diagrams
• Responsible for the Phase 2 Basel II Operating Lifecycle Data Management consisting of updates to the next iteration of Source to Target Mapping / Target State Architecture
• Responsible for adding Basel II indicators into a system called GEAR Global Enterprise Architecture Repository for all the Basel II affected applications by Workstream / Line of Business leveraging formal Business Analysis CaliberRM and Project Management APEX processes and tools Following the RCoE Requirements Center of Excellence and GPMO Project Management Office established processes
• Responsible for the identification of Control Points in GEAR send data and receive data
• Responsible for a sub-project involving IT components to identify the requirements for developing an automated solution to render Visio-like Process Flow Diagrams leveraging internal tools: InfoSphere, Troux Architect, and GEAR
• Responsible for setting up Training, Development, and Rollout
• Environment: Window's XP, MS Project 2003, VISIO 2003, Outlook 2007, MS Office 2007, InfoSphere, GEAR Global Enterprise Architecture Repository , Troux Enterprise Architect, APEX Ally Project Execution offshoot of GM SDP-21 , CaliberRM Requirements Management , WebEx, Oracle Reveleus, Clarity, SharePoint

Sr. Business Analyst / Project Management / Consultant

Confidential

• Reporting to the MCIT Information Services Director, Clinical Systems Management involved in providing support to the Application Compatibility Workgroup AppCompat which is part of the overall Windows 7 migration project
• Perform analysis and documentation duties related to development of the Windows 7 throughout the University of Michigan Health System UMHS for the MCIT Business Systems Management Team BSM which provides customer-focused engineering services for the development and management of stable application management throughout UMHS by providing enterprise-level business analysis, and development of products and centralized-managed services using standards-based technologies and functions
• Involved in BSM's engineering projects by assisting with project management, analysis and translation of business requests into relevant technical requirements, coordination of peer and vendor relations, and development of supporting process, procedure and quality-assurance documentation around an Enterprise move from Window's XP to Window's 7 supporting the operation framework of a large healthcare IT organization
• Utilizing LEAN Methodology in approach to business analysis
• Gathering needs and requirements to facilitate the implementation of business functions
• Create training materials and technical documentation for internal and external audiences
• Coordination of successful IT patient care or departmental improvement initiatives in a matrix environment
• Environment: Window's XP / Window's 7, MS Project 2007, VISIO 2010, Outlook 2010, MS Office, HIPAA, ChangePoint / PlanView, OneNote, MS Lync, REMEDY, CITRIX

Sr. Project Manager / Consultant

Confidential

• Reporting to the PMO Director and Associate Vice President, Business Integration EMT Enterprise Management Team involved in maintaining the IT PMO, managing corporate initiatives complex IT Projects, providing project management assistance and expertise, assisting in process re-engineering, and assisting with IT project prioritization and IT Budgeting
• Process Improvement concerning communications between HAP and the parent company, Henry Ford Health Systems and other providers with focus on end to end business processes which deliver value to customers / stakeholders HFPN Project Henry Ford Physician Network
• Process Improvement: Upgrade to Connecture's InsureAdvantage version 5.1 and Small Group / Large Group Renewals for the Sales and Underwriting Groups
• SwiftPage eMail / SAGE SalesLogix e-Marketing: EULA End User License Agreement processing with HAP Legal and the Business Units
• Process Improvement: concerning Project governance / prioritization aligning processes, people, and information together taking a holistic approach to bridge organizational and technological silo's
• Enabling the business to respond to changing customer, marketing, and regulatory demands faster than the competition creating competitive advantage
• Develop Project Charters and Project Plans for Business Projects Insurance with 30,000 employees
• Issues / Risk Management documentation
• Change Management, Status reporting
• Schedule and facilitate meetings with various levels within/outside the organization
• Create documents / messages that help influence executive decision makers to decide in favor of the plan
• Document / track costs , timelines, deliverables leveraging Clarity / Open Workbench staying on track, project progress, manage and deliver projects, control scope creep
• Providing a flexible approach and solid business experience assessing

Environment: CLARITY / Niku PPM, Open Workbench, SharePoint, Windows 7, Office 2010, VISIO 2010, Dell Peradigm / Xcelys, TriZetto Facets, GroupWise, HIPAA compliance

Sr. IT Business Analyst

Confidential

• Process Improvement initiatives to improve project governance and improve processes for the bank to deliver new products and services competitively as the bank moves into corporate banking increase revenue
• Process Modeling, Process Analysis, Process Design, Process Transformation - Generate Excel / Visio Current, Interim, and Future flows i.e. Physical, Data, Work Process, Billing Info, Maintenance, Price Points, Pivot Table Analysis, Run Book development
• Requirements Analysis Business, User, Functional, Non-Functional, Technical, System
• Implementation of OSI / Weiland Commercial Account Analysis CAA which requires billing feeds from multiple Systems of Record SOR to enable detailed billing information to Treasury Management customers i.e. BillPay FISERV , Business Online Banking BOB , ACI, DI, Check Processing Wausau ATM Teller , Billing Analysis Statement, DDA Monthly Statement Demand Draft Account , LockBox FIS , and Wire Transfer BankServe
• AFS integration, Treasury systems workflows projects around 500,000
• Meeting Minutes, meeting coordination, agenda creation, BRD documentation, presentations, Pivot Analysis, Use Cases, Test Cases, relationship management with executive management
• Environment: Oracle, Use Cases, UML, HP Quality Center, VISIO, MS Office Word, Excel, PowerPoint, Lotus Notes, Adobe, PeopleSoft, UNIX
• Contract Business Analysis/Reengineering Practitioner Project Management - Marketing and Sales Dealer Contracts Confidential
• Responsible for the analysis related to the Dealer Information Database DID to Global Online Dealer Database GOLDD project Process Modeling, Analysis, and Design
• Business Analysis on IT application development and Project Management maintaining project documentation
• Development of the Global Marketing Sales Application Process flow
• Responsible for the analysis related to the GOLDD Global Online Dealership Database Mercury Termination enhancement project.
• Technical writing, defining functional requirements, test cases, Use Cases, monitoring and tracking progress on tasks, deliverables, documentation, project management, oversight of offshore resources

Environment: Visual Basic, Oracle, DB2, MS Access Reporting, Ford SDM Solution Delivery Methodology , Zachman Framework, Business Process Modeling Notation BPMN , Use Cases, UML, Mercury Interactive, SharePoint 10, IBM Rational RequisitePro, HP Quality Center, PVCS, MS Project, VISIO, MS Office

Contract IT Project Manager Health Information Systems

Confidential

IT Project Management: Using internal and PMI / PMBOK standards established strategy and Project Plans for the migration from Microsoft XP Operating System to the new Windows 7 Operating System including Communication, Training, and Deployment / Rollout plans.

Process Improvement initiatives:

• Responsible for the rollout of Microsoft Windows 7 Operating System to replace Microsoft XP.
• Responsible for the HEAT Help Desk system replacement system to a new system.
• Established a best practices Windows 7 approach for inventory / data gathering of devices, peripherals, software applications, and personnel capability assessments. Team used tools such as MAP Microsoft Assessment and Planning Toolkit , SCCM System Center Configuration Manager , and ACT Application Compatibility Toolkit . Set up approaches related to Windows 7 migration remediation, application packaging, virtualization, imaging, and deployment strategies zero and light touch with the team.
• Team, Sponsors, Executive C level , and Departmental presentations.
• Issues Management, Vendor negotiations, vendor engagements, and internal customer relationship management.
• Pre-Planning vendor selection Help Desk / Asset Management replacement system ITIL-based.

Associate IT Project Manager IT Real Estate Practice / IT Project Coordinator Business Operations Practice of the Project Management Center of Excellence PMCoE

Confidential

• As an Associate IT Project Manager for the Global Real Estate Practice of the PMCoE reporting to the Office of the CIO took on a Leadership role with America's responsibility for IT Real Estate Projects North, South, and Latin America projects with budgets between 500,000 to over 6 Million .
• Leveraged formal PMI Project Management Institute PMBOK Project Management Body of Knowledge , PPM Project Portfolio Management and PDF Project Development Framework processes. PDF process covered: 6 project stages / processes i.e. Select, Initiate, Design, Construct, Deploy, and Close including a Project Control Reporting Package consisting of Change Requests / Logs, Risk and Issues Management Logs, regular team meetings with minutes, weekly status updates to PPM system, Project schedule updates, Communications Plans. Depending on the project type and complexity specific BluePrints were used to handle all project artifacts, SOX and Project Compliance.
• Process Improvement Initiatives involving Business Process Management: Process Modeling, Analysis, Design, Process Performance Management, and Process Transformation:
• Strategy and Planning
• Global infrastructure Merger Acquisition
• Software maintenance / enhancements / development
• Involved in internal Software Maintenance projects implementing new enhancements, fixes etc. involving global resources covering QA, Business Analysts, Account Managers, Developers, Information Security, Enterprise Change Management.
• Involved in assisting in Day One and Post-Day One Merger Acquisition integration Project Management activities involving global infrastructure projects: Re-IP changes, Office and Data Center Consolidations, Telecommunications Phone Implementations, Wireless Implementations, MPLS Multi Protocol Label Switching , Firewall, Networking, Server Rooms MDF / IDF Main and Intermediate Distribution Frame , Altiris Notification Server NS global rollout, and Information Security tied to the Symantec Mergers Acquisitions global teams and the IMO.
• Involved in Integration Management Office Altiris Symantec Initiatives involving implementing the Altiris tools at Symantec such as replacing REMEDY with the Altiris Help Desk Solution and integration of the Asset Mgt. Solution.
• Handled the Altiris SOX compliance reports since January 2007 turned over the process to Symantec SOX specialists. Involved in internal audits and KPMG audit November December 2007.
• Involved with implementation of the Altiris / Symantec PMO Project Management Office called the Project Management Center of Excellence PMCoE Leveraging / training of the Symantec PPM Project Portfolio Management / PDF Project Development Framework formal methods / processes leveraging Oracle / PeopleSoft / JAVA / MS SharePoint / Lotus Notes / MS Project 2003 2007.
• Leadership Training, Symantec PDF PPM training, PMP certification training via Symantec formal classes and PointAdvantage.
• Key Contributions:
• Received recognition Symantec Applause Level 3 Award for extra effort to assist customers to complete certain aspects of project deliverables that met with issues during the normal project process i.e. acknowledge the management of Mitel / Apropos decommissioning issue associated with PCR PPM 1767 demonstrated ability to manage a project issue to a successful conclusion while ensuring the needs of the customer are treated as a priority.
• Dealt with issues quickly to resolve project schedule bottlenecks.
• Symantec / Altiris Integration involved in Day One Cutover activities linking up company assets, connectivity, testing, etc. including Altiris tools implementation into Symantec.

Global IT Project Manager / Relationship Manager, Worldwide Information Systems Applications

Confidential

• Reporting to the VP of Worldwide Information Systems Altiris is a global supplier of server management software supporting all size markets from small, to medium, and to global enterprise level companies IT Lifecycle Management.
• 2007: Took on expanded role as an internal Relationship Manager for the global IS department at the request of the VP of IS the sales and marketing arm of IT. Leveraged my experience and skills related to Project Management, Business Analysis, and Process Improvement in a combined Relationship Manager role.
• Process Improvement Initiatives involving Business Process Management: Process Modeling, Analysis, Design, Process Performance Management, and Process Transformation:
• Global infrastructure Merger Acquisition
• Implementation of SalesForce.com CRM
• Expansion of Asset Management / Service Desk products to handle value added product features to serve the customer and internally at Altiris - New Hire / Termination Process
• GEOLearning LMS implementation
• Global VideoConferencing
• Global AUP/LMP tool Annual Update Protection Licensing Management Portal
• SOA Service Oriented Architecture SaaS Software as a Service
• Global Ordering Portal
• Global AUP/LMP tool Annual Update Protection Licensing Management Portal
• Global Data Center and Office Moves / consolidations Phone Implementations
• Provided basic IT support and training Liaison between IT / Business Units / Vendors
• Assisted in Company Merger integration of various business systems
• Gather requirements, write specifications, and manage projects for the Worldwide IS Solutions Team
• Ensured the development lifecycle process is followed and that deliverables are meeting the user community needs
• Standard Project Management tasks included project time line and milestone tracking, progress reports, follow ups on late items, Risk and Issues Management etc.
• Liaison with vendors that have deliverables for the Worldwide IS group to ensure they remain on target and budget
• Assisted in requirements gathering and specification writing phases or projects
• Responsible for ongoing talks with the Project business owner to ensure the capturing of missed requirements and to keep the business owners informed of important progress, decisions, or changes
• Assisted the developer in writing user documentation recommending Doc-To-Help to work with MS WORD and to embed in the various portal on-line help features also to integrate with ASP.NET solutions
• Writing of Test Plans and roll out plans
• Coordination of user training on new systems
• Stored procedures, triggers, and user-defined functions
• Travel both domestically and internationally meeting with, C-Level Executives, Vice Presidents, Directors, Program and Product Managers, users, staff, customers, vendors travel to Lindon, Utah HQ 1 week per month
• Managing software development projects full SDLC Executive presentations
• Formal presentations SOX Compliance Idera, Tripwire for Servers 4.5 and Tripwire Enterprise 6.0 Test procedures / documentation, Issues Management, Post-Implementation support issues escalation / strategy for enhancements, Process Improvement
• Setting up the pseudo PMO Project Management Office including initial assessments of the existing processes establish formal Project Management processes / methods
• SOA Service Oriented Architecture SaaS Software as a Service

Environment: Microsoft 2000, XP, 2003, MS WORD 2003, MS ACCESS 2003, MS POWERPOINT 2003, MS EXCEL 2003, MS OUTLOOK 2003, MS SHAREPOINT, InfoPath, WEBEX, Ilinc, Internet, ASP.NET, BIZTALK, MS PROJECT 2003, MS VISIO 2003, MS SQL-SERVER, Office 2003, Agile, ITIL, Blackberry technology, Web Services .

Key Contributions:

• Provided Global Management recommendations concerning current PM process as well as future direction / strategy and short-term tactical for next implementation to leverage current and near-future software - to create a repeatable, sustainable, measurable, efficient PM process for all global locations internal Business Systems CMM Capability Maturity Model Level 1 2 effort Received Six-Sigma Green Belt training Received Green Belt certification 12/2006.
• Global CRM Customer Relationship Management implementation of SalesForce.com SFDC 3rd party hosted solution within 3 months of signing contract support of the Corporate ERP systems.
• Process Improvement Initiative used to obtain Six-Sigma Green Belt Certification: New Hire / Termination Process implementation - 'Provisioning' solution leveraging the Altiris Lifecycle Management suites such as Asset Management Solution and Service Desk Solution integrating new Altiris product features and used internally as well as sold commercially.
• Automate common IT processes
• With the automation capabilities built into IT Management Suite, administrators can assume a more strategic business role in their organization. Symantec customers have automated countless complex, time-consuming IT tasks with the automation tools in IT Management Suite, one example is employee on-boarding and termination. IT staff normally have a manual checklist of procedures to follow when a new employee starts, such as issuing and provisioning new assets like a computer. Typically, approvals from managers in various departments need to be in place before the process can begin. IT Management Suite automates those steps and the approval process, thereby ensuring reliability, consistency, and speed. Conversely, when an employee is terminated, IT Management Suite automates the asset reclamation process in accordance with company policies.

Projects:

• Quarter End Processing - Quarterly process involving Quarter-End processing coordinating repeatable process.
• Asset Management / FAS 100 Leveraging current Altiris Asset Management solution to capture data for Finance Department.
• Global Ordering Portal management of development, global liaison with EMEA Europe, Middle East, Africa and APAC Asia Pacific leveraging corporate Financial System and supplementing Navision implemented
• Global Purchase Order Implementation in Navision corporate financial package completed
• Global CRM Customer Relationship Management with SalesForce.com data migration, integration, implementation / System Administration Phase II involved with integration with current internal systems and SRM Supplier Relationship Management
• Global AUP/LMP tool Annual Update Protection Licensing Management Portal management of development completed initial phase in process for secondary implementations
• PSA tool Professional Services tool management OpenAir completed - Global LMS eLearning tools / OnLine Registration management of Learning Management System and eLearning systems used by the training and support organization GeoLearning
• Global Altiris.com Rewrite management of the upgrade for the global Altiris web site completed
• GEAC Altiris budgeting system PeopleTrak HR system used by Altiris initially - enhancements
• SOX / IT compliance working with the SOX team to make sure all new projects that have Financial facing / risk are properly addressed related to access controls, separation of duties, compensating controls etc.
• VideoConferencing projected savings to company to 1.5 million per year in the Marketing organization Global Project several locations implemented
• Global Data Center and Office Moves / consolidations Phone Implementations completed Landau, Germany to London / Dusseldorf, Boston, Sydney, Australia moves Lindon, Utah, Plymouth, MI., Austin, Tx, Boston, MA., London, Paris, Japan, Singapore, Mexico office phone and data center moves
• New Hire / Termination Process worked with HR, Security, IT, and other departments to implement a 'Provisioning' solution that will also involve leveraging the Altiris Lifecycle Management suites such as Asset Management Solution and Service Desk Solution integrating a new Altiris product features as a result completed Phase I implementation
• Pedestal Integration One of the companies that Altiris acquired - complete
• Manage Fusion Global Customer shows IT assistance with the Internet Caf , Lab set ups These shows ran worldwide several times a year.

Business Systems Analyst / Project Management

Confidential

• Reporting to the Special Projects Unit SPU / MP L PTG Materials Planning Logistics Process and Technology Group SPU is a process technology of Manufacturing and Supply Chain Systems which provides information technology services to North American Manufacturing Operations.
• Develop business processes, document changes in processes, analysis
• Provide basic IT support and training Liaison between IT / Business Units
• Business Process reviews focusing on internal and security controls / documentation including ACR's Application Control Reviews , ICR's Infrastructure Control Reviews , SCRP's Security Control Review Program , SOX Sarbanes-Oxley compliance, Ford SDM Solutions Delivery Methodology , and compliance to the newer ITPM IT Policies Manual risk analysis.

Projects:

• Identify and act on Shadow IT projects internal business developed IT applications, third party vendors, and suppliers that have not gone through formal ACR/ICR/SCRP processes with first priority being the SOX related applications.
• Web Hosting security reviews for suppliers ARB reviews
• Yard Management Shadow IT K T, MSC's Mfg. Support Centers Inbound Logistics SMART - ANX
• Scrap / Tagging handling Shadow IT WhereNet / TierConnect
• Business Continuity Planning and Business Resumption Planning Risk assessments, analysis, and corrective action.

Environment: Sun Solaris, MS 2000, MS XP, SQL-Server, Oracle, Office 2003, Project 2000, Citrix MetaFrame, VISIO, Access, PowerPoint, Excel, Word, eRoom, eTracker.

Infrastructure IT Project Management

Confidential

• Reporting to the IT Project office acted as a liaison with Business users and IT development
• Process Improvement Initiatives involving Business Process Management: Process Modeling, Analysis, Design, Process Performance Management, and Process Transformation:
• Standard process for project planning for LEC LSOG upgrades
• Call Center process improvement
• Project Management - Responsible for managing IT Web-based / Portal subprojects to large cross-functional projects that impact multiple ACN departments HTML Java XML, SQL
• Responsible for tracking IT project team tasks, managing project deliverables, identifying and resolving issues and communicating project status to the project team, IT Project Office, and the primary Project Manager on the Business side VIP Portal development
• Tasks: Project Tracking, coordination, schedule creation, test and implementation planning
• Participated and coordinated the process of evaluating current systems functionality and following up on issues stemming from these tasks.
• Conducted Business Analysis and requirements gathering sessions for Multiple Domestic and Global Telecom / Energy applications business requirements,
• Customer Relationship Management - Ensured adequate support was provided to all IT Project Team members so that they have what they need to complete project assignments
• Worked with the various Systems and Business Analysts in all departments including IT to understand business needs to ensure a clear understanding of business requirements are achieved and documented
• Leveraged project management principles, tools and techniques
• Leveraged technology and system design principles
• Provided applications development support via the change management system identified any issues either on the development or business side

Environment: Sun Solaris, MS NT, MS XP, SQL-Server, Oracle, PeopleSoft-Vantive, Office 2003, Project 2000, Citrix MetaFrame, VISIO, Access, PowerPoint, Excel, Word, Toad SQL tool.

Key Contributions:

• Assisted with the LSOG Local Services Operating Guidelines upgrades mandated by the various LEC's implemented a standard process from project planning to execution to internal customer and LEC liaison to testing and ramp up again to full service.
• Provided a solid communications conduit to IT and the Businesses and articulated deadlines in an assertive / diplomatic manner to achieve project plan milestones.
• Assisted the Project Office with workload analysis, performance metrics, global Project / Program Office setup, PMI/PMBOK-Prince2 Hybrid, SIX-SIGMA-like root cause analysis, documentation refinements to achieve standard processes and documentation.
• Provided specific project support for infrastructure projects related to application performance improvement for both the Marquette Call Center but ACN on a global basis including change management, documentation, project planning, issues management, Lessons Learned Telecomm and Infrastructure projects.

Sr. Analyst / Outage Management Scheduler / Consultant

Confidential

• Process Improvement Initiatives involving Business Process Management: Process Modeling, Analysis, Design, Process Performance Management, and Process Transformation:
• Evaluated outage management processes to identify strengths and weaknesses in process, software, hardware, operating system, network, and applications. Business Continuity Planning / Execution.
• Liaison with plant personnel, management, planners, and schedulers to optimize current PM processes - Recommended and developed secondary complimentary support / analysis processes with heavy emphasis on the generation of comparative Pivot Table analysis processes HTML - .PDF web-based Portal performance reporting.
• Provided Manpower Planning data analysis and graphics for web presentation and at outage meetings - Handled the small to large back-to-back planned outage project scheduling.
• Key Contributions:
• Provided Management recommendations concerning current PM process as well as future direction / strategy for next implementation to leverage current and near-future software - Presented a formal IOP Improve Our Plant / Process to create a repeatable, sustainable, measurable, efficient PM process for all power generating plants CMM Capability Maturity Model Level 1 2 effort .

Confidential

• Process Improvement Initiatives involving Business Process Management: Process Modeling, Analysis, Design, Process Performance Management, and Process Transformation:
• eVerest program: re-engineering of the global Purchasing System
• Re-engineering of multiple feeder systems and consolidations
• Provided business information technology analysis consulting and Project Management / Leadership for numerous business and Engineering Client / Server and Web applications - Issues Management web portal development.
• Customer Relationship Management CRM , Supplier Relationship Management SRM , and internal team process re-engineering - Worked closely with customers to identify requirements, timing, resource planning, and costing.
• Integrated with the Application Management Center AMC coordinated customer application requirements, specifications, and designs eRoom, Oracle, DataMart, MS Access, Excel Pivot tables, Word, Outlook, Visio.
• SIM, eVerest, Web Admin, Delivery, Performance Metrics, Application Control Reviews ACR's , Charters, Business Requirements, Technical Writing user and technical manuals HTML SQL PERL/CGI

Key Contributions:

• Assisting in formulating new team for the Delivery / Field Engagement Manager Role Method I . Assisting with Recruiting / Interviewing Technical interviews for Business Analysts , and new business opportunity activities assisting the DCI Business Managers Resource Managers on site team of 7 fluctuated DCI employee Engagement Expectations / Reviews, Performance Reviews, day-to-day employee needs, meetings as necessary, CRM with on-site clients, find business opportunities or resource needs. Took this role to gain experience for the PMI certification.
• Sales Marketing: Worked with other DCI Project Managers and Business Development personnel to develop a Web-based Document Management proposal solution for VISTEON utilizing DOCUMENTUM 4i received company-wide recognition with a Performance Achievement Award.