Professional Summary

• Senior Program Director with experience in the successful execution of Mobile and Web development projects.
• Senior Program Director for Compuware's Mobile Center of Excellence MCoE and the Detroit Development Center DDC . This includes oversight for all customer projects performed in the MCoE and DDC with regards to sales support, delivery, and infrastructure. Also the Practice Director for Compuware's Architecture Development Practice.

Mobile/DDC Delivery Director

Responsible for defining and implementing the delivery processes, infrastructure, and tools for Mobile development. Directs all active mobile development work performed in the MCoE using Compuware's Adaptive Agile approach.

Architecture Development Practice Director

Responsible for establishing Mobile, Web, and Software development standards, best practices, and mentorship. Also responsible for establishing corporate processes for project delivery.

Technical Skills

Professional Experience

Confidential

Sr. Project Manager

Providing Project Management and client delivery services to Perficient customers for the IBM BPMS national practice.

While Engaged at Kaiser Permanente:

• Managed KP and Perficient resources to initiate a Discovery phase for My Account Manager to consolidate a patients view of their financial experience on kp.org.
• Managed the identification of data sources, the assessment of data quality, the availability of SOA Services, establishment of a gap analysis, and the creation and plan to implement My Account Manager.

While Engaged at Blueshield of CA:

• Managed Blueshield, IBM, and Perficient resources to setup Production and Non Production Clouds to support the implementation of IBM's Websphere Portal Server and rewriting of Member Portal.
• Managed the purchase, installation, and launching of IBM's PureApp Cloud in a box. This involves managing.
• Managed monitored scope, schedule, cost, quality, dependencies, and benefits throughout the project lifecycle.
• Developed and maintain project cost estimates, budgets and financial forecasts.
• Managed monitored and report project performance against the project plan and take corrective action when required.
• Managed the project risk, issue and change request process.
• Provided feedback to the project management office PMO for process improvement recommendations.

Environment: Websphere Portal Server, PureApp Cloud

Confidential

Program Director

Responsibilities as a Program Director with Compuware:

• Established and managed programs, strategies, and processes for the MCoE and the Detroit Development Center DDC including process improvement initiatives for the Professional Services Division.
• Responsible for delivery and oversight of all Mobile Projects.
• Lead the Architecture and Development practice and established processes for evaluating an improving technical competence for Compuware's professional Services Division.
• Directed Web Development projects for large sites and applications hosted in the DDC and customer environments for many Fortune 100 companies.
• Responsible for Proposal development and oversight for new initiatives.
• Responsible for the deployment and management of multiple Sharepoint sites.
• Directed the development, maintenance, and support of sites using content management tools such as Interwoven's Teamsite and Open Deploy.
• Responsible for reporting initiative and project status to executive management.
• Coordinate project activities between stakeholders, development partners, Corporate IT, and project team members.
• Responsible for establishing and maintaining customer relationships.
• Technical Environment: iOS, Android, GIT, GITHub, Hudson, Basecamp, VersionOne

Confidential

Sr. Project Manager

While engaged at Holcim Cement LTD as an SAP Netweaver 04 Enterprise Portal Program Manager from 07/04 to 04/05:

• Manage the deployment, enhancement and support mySAP Enterprise Portal for nineteen plants and corporate offices throughout North America.
• Define, build, manage, and deploy a release management strategy and schedule for Portal enhancements on the Netweaver 04 platform.
• Develop and deploy strategies to help evolve the Portal into a unified access point of information, processes, and applications that help employees perform their jobs.
• Coordinate and manage the activities of the Portal Committee.
• Develop and deploy content management strategies.
• Develop and conduct end user and content manager training.
• Manage redesign the overall look and feel of the Portal to enhance the user experience.

Confidential

Sr. Project Manager

• Developed Portfolio and Release Management methodologies for the PMO. The best practices methodology for portfolio and release management was designed into an overall PMO methodology.
• Management and Deployment of Several ongoing Wed Development projects
• Mentoring of Junior Project Managers
• Sales Marketing technical support and proposal creation
• Engagement management

While engaged at University of Michigan Health System as a Project Manager from 11/03 to 04/04:

• Engaged as the Overall XP Deployment project manager to plan, execute, control, and close the XP Everywhere Initiative. A key function involved implementing best practices across six deployment teams. Key success for the project was achieving a consistent process for all teams, while exceeding schedule and budget goals.
• Assisted subordinate project managers in developing their approach and project plans.
• Developed a repeatable process for future desktop deployments. The initiative included the conversion of 12,000 machines from Windows NT 2000 to Windows XP.

Confidential

Assigned to develop an employee portal and intranet strategy. The strategy and assessment involved determining how the current intranet was being used, the desired functionality for an employee portal, available solutions architecture, recommendation of an employee portal solution, and the cost benefit analysis to implement the recommended solution.

While engaged as a Bid Manager

Assigned as Bid Manager in response to a large RFQ Request for Quote . The bid called for the development of a solution for a large automobile manufacture that would enable the implementation of ten web applications including the artistic and usability design for all brands. The architecture involved included establishing a content management environment and work flow processes. The key success involved bringing the technical and artistic resources together to provide a high quality response.

Confidential

• As project manager, successfully attained the key objective of implementing a web-based claims processing site for auto glass insurance claims. By implementing a web-based solution, customer's claims were processed in much less time, with little or no call center personnel being involved.

Confidential

• As the Project Manager for Ford's Dealer eStore, analyzed, controlled, and managed all web site enhancements. As a result of the enhancements over this multi-year engagement the web site grew from a pilot project to a robust B2B site. The Dealer eStore is a B2B site used by dealerships for ordering sales marketing material.

Confidential

• Defined and implemented standard processes and procedures to obtain a CMM level 2.
• Defined project methodologies which involved project initiation, requirements definition standards, data modeling techniques and standards, design approaches, quality assurance and configuration management.
• Managed all projects within the applications development department. The major projects involved interfacing construction project management cost control software from an NT to an AS/400 platform, rebuilding the company Intranets, and the initiation of a software problem tracking system.

Confidential

• Responsibilities included the initiation and development of fixed price and time material proposals, project management, project staffing, development of process data modeling standards, requirements definition, maintaining client relationships, and recruitment/supervision of field staff.
• Defined and implemented internal processes to define standard methods and approach for project management and Web development engagements.
• Set up company processes to attract, retain, supervise, and evaluate field staff.
• Implemented the office network, created and developed ISS's Web Page, and managed internal computer operations.

Technical Environment: Windows NT, MS Access, MS FrontPage, MS Project.

Confidential

Sr. Project Manager

• Provided project management direction and the initiation of a process and data management practice.
• Sales Marketing technical support and Proposal creation
• Engagement Management
• While engaged at Fleet Leasing as a Project Manager from 04/98 to 01/99:
• Acted as the project director for the Y2K initiative. This involved the development of the Y2K Strategy, Assessment, Testing, Remediation, and Implementation approach
• A key accomplishment was meeting regulatory target dates for financial institutions.
• Other significant functions included coordinating all Y2K remediation activity among applications development and support teams.
• Provided Y2K Certification documentation for regulatory compliance.

Technical Environment: IBM RS6000, AIX, C, MS Project.

Confidential

Sr. Project Manager

• While engaged at Federal Mogul as a Project Manager from 07/97 to 04/98
• Staff performance reviews
• Created and Conducted proposal training
• Sales Marketing technical support and Proposal creation
• Engagement Management
• Identified, proposed, and managed a process re-engineering effort for the parts catalog application. These duties involved initial identification of the need for the project, developing and presenting the initial project proposal, establishing project estimates, obtaining project staffing, and managing the overall project. The key accomplishment of the project was the achievement of shorter catalog build cycles and great data flexibility.
• Managed the Y2K Pilot Remediation project. The objectives of the pilot was to establish metrics for estimating the entire Y2K effort, develop a repeatable process for remediation, and provide a recommended approach for Y2K effort. The key success of this project was the establishment of a Lotus Notes database to track the progress of all applications involved in the Y2K effort.