Summary

I have been an IT Professional for over twenty-five years, the last eighteen as a Project Manager, Program Manager and IT Executive. Having worked up through the ranks of IT has given me a unique insight into the many aspects of IT. I have managed a variety of projects including, but not limited to: infrastructure, software development life cycle and business continuity projects. I have managed projects and programs with budgets exceeding 20,000,000. I have worked as a Senior Project Manager and Senior Program Manager having also established PMOs for clients. I have always worked within any methodology my clients wish. I have managed projects from their inception and I have taken over fledgling projects and steered them back on track. I feel equally adept in either situation. I possess organizational, negotiating, communication and interpersonal skills and a strong sense of professionalism and leadership. The technology involved in my projects has never really made a difference in my ability to successfully deliver them within budget and scope. A strong combination of respect, empathy and patience with stakeholders and project team members alike leads me to a very amicable and strong working relationship with everyone involved in the project. I possess and utilize the ability to get everyone on the same page, excited about the project and focused on a successful completion.

Confidential

Remote Senior Project Manager

• Waterfall Methodology Budget of 2,400,000 Team of 9 FTE's 4 Consultants
• Managing the identification and communication with application owners.
• Coordinating, scheduling and managing the compatibility testing and validation of all applications with an Active Directory 2008 R2 Domain.
• Working with Microsoft and other application vendors to mitigate issues.
• Responsible for the allocation of financial and human resources
• Weekly progress reporting to the team for the migrations, testing status, server migrations, etc.
• Presentations to Application Owners regarding project status, testing and processes.
• Semi-weekly presentation to senior management regarding project status, budget, testing, etc.
• Scheduling and managing of all users upgrade to Active Directory 2008 R2.
• Co-ordination and execution of promoting new servers and the demotion of obsolete servers.
• Procurement of hardware, software and resources necessary to execute the upgrade.
• Managing of internal and external teams to plan, execute and support the upgrade.
• Tracking budget, schedule, resource allocation, change controls and information utilizing MS Project, Project Web Access and Share Point.

CONFIDENTIAL

Global Senior Project Manager Active Directory Migration

• Waterfall Methodology Budget of 3,900,000 Team of 15 FTE's and 22 Consultants
• Managing all aspects of an Active Directory Migration Upgrade Global Initiative to version 2008r2.
• Creation of new domains and the creation and moving of over 25,000 users and workstations.
• Managing deliverables from four vendors, twenty-six consultants and fifteen inside resources. Located in North America, South America, Europe, Asia, Australia and Africa.
• Adhering to strict PMO regulations and policies.
• Tracking budget, schedule, resource allocation, change controls and information utilizing MS Project, Project Web Access and Share Point.

CONFIDENTIAL

Global Senior Project Manager MS Office, Project and Visio Upgrade

• Agile/Scrum Methodology Budget of 2,100,000 Team of 11 FTE's and 12 Consultants
• Managing all aspects of a MS Office, Project and Visio Upgrade.
• Managing deliverables from two vendors, eighteen consultants and sixteen inside resources. Located in North America, South America, Europe, Asia, Australia and Africa.
• Adhering to strict PMO regulations and policies.
• Tracking budget, schedule, resource allocation, change controls and information utilizing MS Project, Project Web Access and Share Point.

CONFIDENTIAL

Program Manager Google Mail Migration

• Agile/Scrum Methodology Budget of 3,600,000 Team of 15 FTE's and 40 Consultants
• One of the Program Managers for a corporate wide conversion of 25,000 mailboxes and 200 forms and applications from Lotus Notes to Google Cloud.
• Managing schedules, internal resources, vendors and budget.
• Co-ordination of Vendor creation of Forms and Applications.
• Scheduling and assisting of the QA and UAT testing.
• Leading daily meetings for the purpose of communication between vendors and internal resources to insure the execution of these pieces of the project.
• Tracking budget, schedule, resource allocation and information utilizing MS Project and Clarity.
• Working closely with leaders from all groups and regions.
• Worked with Google representatives as this was the largest Google Cloud Conversion to date.
• Managed teams and vendor teams all across the United States.

CONFIDENTIAL

Senior Project Manager Active Directory Exchange Migration

• Waterfall Methodology Budget of 13,000,000 Team of 15 FTE's and 28 Consultants
• Took over fledgling project with a budget of over 1,700,000 per month. Within the first two weeks reduced the budget nearly 40 percent.
• Formulated a new plan for the remainder of the project. Created new criteria for application testing, conflict resolution, information gathering from department directors, staffing and scheduling.
• Kept application developers on the same page with each other and vendors resolving conflicts and issues, optimizing user functionality by bringing them together with select power users.
• Established timelines and worked with application development team and application vendors to deliver applications on time and in working order.
• Closely working with the Citrix team to ensure applications were available and functioning in their farms.
• Reassessed existing staff, eliminated unnecessary roles and added new staff where it was advantageous. Renegotiated terms with vendors.
• Coordinated the conversion for 5 large locations, 30 smaller locations and a total of over 5,000 devices.
• Successfully brought together 28 contract resources from 5 different vendors and 15 Alexian employees.
• Directed daily status meetings and bi-weekly town hall meetings with directors and the user base.
• Delivered successful delivery of the Active Directory conversion early and under budget by increasing productivity by 800 percent. Completing over 4,000 devices in 6 months as opposed to less than 1,000 devices completed in the 12 months prior.

CONFIDENTIAL

Program Manager Meditech 6.0 Upgrade from Magic

• Agile/Scrum Methodology Budget of 2,600,000 Team of 5 FTE's and 8 Consultants
• Re-tooled existing upgrade plan to get it back within schedule, scope and budget.
• Assessed program staff and acquired more appropriate resources.
• Established weekly updates communications for all stakeholders including executive level management.
• Scheduled appropriate meetings and addresses to all stakeholders as their department and modules were being developed and readied for implementation.
• Working closely with staff to identify internal resources that should be utilized and determine what additional external resources would be necessary.
• Working closely with staffing vendors we acquired external resources necessary.
• Worked indirectly through internal resources with Dell/Perot Systems to define and purchase necessary hardware and supervised the installation and initial implementation SAN build, virtual servers, VPNs, etc.
• Began gap analysis for dictionaries along with dictionary clean ups.
• Worked directly with Meditech for answers to issues that were not yet identified or documented.
• Worked directly with help desk to establish Meditech 6.0 experts to support users as converted.
• Worked directly with training department to set up training sessions and Webex sessions.
• Assessed training, working with physicians, nurses, staff and administrators to refine later training sessions for each department and the modules they utilize.
• Worked closely with developers on a daily basis regarding progress, obstacles and conflicts.
• Oversaw developers in the creation, development and conversion of libraries and specific modules.
• Received daily reports from implementation specialists regarding modules, data transfer and conflicts.
• Consulted directly with the CIO and her staff in an effort to align Meditech 6.0 with corporate strategies. Including the ultimate decision to utilize the Meditech 6.0 ED module over other vendors.
• Constant testing working directly with physicians and nurses to ensure optimal utilization.

CONFIDENTIAL Program Manager for Corporate IT Initiatives

• Agile/Scrum Methodology Budget of 12,000,000 Team of 5 FTE's and 30 Consultants
• Overseeing of project managers, co-ordinators and technical leads to successfully deliver multiple projects on time and under budget.
• Projects included SAP Finanacial and Controlling Modules, CRM-PeopleSoft, Active Directory, risk management, disaster recovery, VOIP, business continuity and IT staff re-organization.
• Worked with multiple application teams resolving conflicts and issues in a timely manner.
• Institued new policies for advance notice of outages due to maintenance. Also a more comprehensive on call system and escalation procedure for 24/7 coverage.
• Reallocation of IT human resources to better fit the needs of the business.
• Worked with staffing vendors and human resources to elevate the levels of competancy where necessary and offset work overload situations. Renegotiating and managing vendor contracts.

CONFIDENTIAL Senior Project Manager Active Directory Implementation

• Waterfall Methodology Budget of 6,300,000 Team of 15 FTE's and 35 Consultants
• Project maager for the Active Directory Implementation replacing Novell.
• Over 30 sites were implemented as part of this project.
• Move of over 5,000 mailboxes from Lotus Notes to Exchange.

CONFIDENTIAL

Senior Program Manager Establishing PMO

• Oversaw all facets of IT reporting directly to the Regional CEO.
• Completely restructured IT support group including staffing, the creating of processes, evaluated existing architecture and assessed future needs. Rebuilt relationships between business and IT.
• Managed the project of implementing CITRIX and training for user base.
• Established PMO utilizing a mostly Waterfall model methodology.
• Staffed and worked directly with new Project Managers who became the newly formed PMO.
• Instituted an asset management system to assess and prioritize the replacement of antiquated systems, the reallocation of under utilized equipment and track the necessity to replace systems in the future.
• Formed a committee comprising of IT Support, Networking, Project Management, Business Managers and Users in order to identify needs for and optimization of new equipment, systems and software. Also empowering stakeholders not members of the IT department.
• Brought in proper outside resources to create images, procure and build equipment, plan the roll-out and deliver new systems in a prompt, professional manner within the scheduled timeline.
• Designed and implemented project plans from conception to completion.
• Created guidelines for current and future upgrades.
• Became one of the Faces of IT by meeting with department heads, managers and team members throughout all of the business units. Discussing any problems, inquiries, requests, needs or wishes they may have from IT in an attempt to bring a more personal aspect from IT to the other business groups.
• Scheduled regular meetings with managers to insure a regular exchange of ideas and a proper work flow.
• Participated in the monthly executive committee meetings to discuss progress and concerns.
• Reviewed all vendor contracts, eliminating redundancies and renegotiating better terms and pricing.
• Worked with all team members direct reports and their subordinates defining roles, assessing their performance, establishing long and short term goals, defining what was necessary to achieve these goals.
• IT representative of Corporate SOX Adherence Team and Corporate Disaster Recovery Team

CONFIDENTIAL

Director of IT/PMO

• Designed and implemented project plans from conception to completion.
• SAP and CRM implementation, training and distribution.
• Initial startup of Insight Food Service
• Planned and executed merger of systems for former Insight Food Service and Durst Brokerage.
• Responsible for disaster recovery plan and contract management.
• Created and built the company wide PMO, establishing policies, procedures and reporting that is still being executed today.
• Established PMO utilizing a mostly Waterfall model methodology.

CONFIDENTIAL

Senior Project Manager

• Waterfall Methodology Budget of 6,500,000 Team of 8 FTE's and 16 Consultants
• Project Manager for the Active Directory Implementation replacing Novell.
• Over 15 sites were implemented as part of this project.
• Move of over 3,000 mailboxes from Lotus Notes to Exchange.
• Project had been estimated internally to take 18 months and 6,500,000. We implemented scheduling and budget changes without changing scope and were able to deliver in 12 months and just under 4,000,000.
• Our ability to deliver faster allowed the program to be accelerated and under budget.

CONFIDENTIAL

Consulting Senior Project Manager

• Established IT policies and procedures to ensure adherence to regulations and corporate policies
• Implemented IT controls to ensure technology risk was properly mitigated.
• Assisted in the validation and enhancement of management reporting.
• Helped to define the segregation of duties and access to systems and servers.

CONFIDENTIAL

Staff Senior Project Manager