Senior IT Project Manager Resume

Title
Senior IT Project Manager

Primary Skills
IT and Business senior technical project and process manager with 15+years of experience

Location
US-CO-Castle Rock

Posted
May-07-09


Executive Summary
Profit and goal driven IT and Business senior technical project and process manager (15+years experience) with a strong customer focus and a combination of cross-functional experience in diverse industries and markets (financial, insurance, emerging technologies, telecommunications, emergency medical services, government, defense and engineering). As a PMP and RUP certified professional, I consistently demonstrate leadership and oversight of complex IT projects, including planning, organizing, and allocating IT and business resources. Additionally, I initiate innovation in creation and implementation of IT methodologies, concepts, processes and approaches.

Areas of Expertise
Information Technology (IT) Management and Project Management
*Integrated operational processes in numerous companies to implement change management and best of practice processes for both business and IT to ensure networks, systems, storage, databases, main frame, desktop, help desk and application management were performing as expected.
*Successfully implemented all projects on schedule and within budget (software development, bank, credit card, web/portal, security software development, infrastructure, B2B, VOIP, Cisco, data migration to a secure environment, compliance, mainframe, investment and insurance).
*Established PMO and project/program management practices and processes at multiple companies.
*Managed numerous international, complex projects on schedule and within budget in various industries up to a $9M budget with a 165-resource allocation.
*Have successfully turned six large, in-progress enterprise projects from "red" to "green".

Business
*Conducted business analysis and reengineering efforts to provide business recommendations and guidance.
*Provided hands-on leadership and training to 300-member international business team, in a retirement fund company, to enable them to understand their business process flows and to participate in testing for a large enterprise system integration/migration project.
*Established IT and business relationships to enable effective project completion, appropriate and effective IT operations support and a foundation for new technology efforts.
*Have managed RFI/RFP efforts through vendor selection, statement of work creation and project completion.
*Managed a $20M proposal initiated by Douglas County, Colorado

Technology
Software/Systems: MS Project, MS Office, Artemis, Microsoft .Net framework, ClearCase, ClearQuest, ReqPro, VOIP, SOA, SOA Governance, ESB, Websphere, Mercury, SQA, Visio, Java, Oracle, SQL, Solaris/UNIX, Linux, AIX

Hardware:
IBM, PC, Macintosh, SUN, HP

Methodologies: PMIs PMBOK, Rational RUP, SEI's CMMI, ITIL, and Microsoft's Solutions Framework
SDLCs: - Agile/Scrum, Iterative, Incremental, Spiral, Waterfall and multiple Engineering Disciplines

Professional Experience
IV&V Project Manager - PDS/State of New Mexico
(February 2009 - Present)
Currently leading IV&V efforts for Human Services Department to evaluate the work products generated by the project team designing, building, acquiring or implementing information technology software and/or hardware for three sub-projects.

Senior Business Manager/Analyst - Fiserv ISS, Denver, Colorado (Partners Consulting)
(September 2008 - November 2008)
Led a financial investment company, in a very short time-frame, through critical business analysis and provided guidance to conduct enterprise integration project test planning and implementation.
*Provided hands-on leadership and training to 300-member international business team to introduce and create business process flows and swim lanes.
*Working with the business leaders and IT, was instrumental in creating and implementing processes, tools and guidance for performing system, user acceptance and performance testing for a large enterprise system integration/migration project. This testing resulted in the project implementation date being pushed out to 2009.


Director IT, Senior Technical Program/Project Manager - KITS, Round Rock, Texas
(October 2006 - August 2008)
As a member of the leadership team for a small government development company, implemented a PMO, performed project management, and QA/Test oversight, CMMI processes and participated in proposal efforts.
*Implemented and trained on software development processes and led the technical teams from project inception through release.
*Implemented a Project Management Office (PMO) that provided guidance and support for four Army projects and the Project Management practice including all documentation, processes, and tools for four concurrent ESB, SOA, product and client server development projects.
*Conducted gap analysis for all IT processes. Then, implemented CMMI Level 2 - Level 3 was in-progress. The impact to the company was that the technical team went from a chaos level to a managed/quality level.
*Was a member of the proposal team that won the recomplete RFP for an army contract.
*Completed a business development effort with a new client that resulted in increased revenue as two KITS resources were contracted to the client.
*Developed a corporate training plan and led a team to ensure corporate training goals were met.

Senior Technical and Strategic Project Manager - Teksystems - USAA, San Antonio, Texas
(October 2003 - September 2006)
Managed an average $9M project budget for various portfolios using CMMI and ITIL processes and led a $3M proposal to procure enterprise desktop system software.
*Implemented and trained on software development processes and led the technical teams from project inception through release on seven projects.
*Conducted numerous process gap analysis sessions with IT operations and business teams to enable the implementation of ITIL and CMMI. The results also provided the data needed for networks, systems, storage, database, main frame, desktop, help desk and application management upgrades.
*Successfully implemented all projects on schedule and within budget (bank, credit card, software development, web/portal, security software development, infrastructure, B2B, VOIP, Cisco, data migration to a secure environment, compliance, mainframe, investment and insurance).
*Concurrently managed up to a 5 project portfolios totaling an average of $9M.
*Successfully turned six in-progress projects from "red" to "green" status.
*Managed vendors and international teams.
*Changed corporate IT SDLC culture from pure waterfall to iterative, incremental and agile.
*Trained project managers on industry best practices and alternative project life cycles.
*Led a $3M RFI/RFP proposal effort to procure systems management software for a 14,000 member user group.
*Managed Statement of Work (SOW) efforts with vendors.

Independent Verification and Validation (IV&V) Manager and Configuration Management Process Specialist - SAIC- State of Texas Department of Health Services (DHS) TIERS Project
(December 2001 - September 2003)
Provided the State of Texas with guidance, tools and processes to enable them to manage/control the vendor's schedule and budget for a $5M Department of Health Services online web project.
*Participated with the State of Texas and Deloitte project teams:
*Audited requirements, quality assurance, configuration management and training teams throughout the SDLC to determine gaps and make recommendations for improvement.
*Implemented change/configuration management processes (CCB/CRs) that managed/controlled run-away changes that were impacting schedule and budget.

Manager - KPMG - Austin, Texas
(March 2001 - July 2001)
Relocated to Texas, from Colorado, to initiate communication with all government agencies regarding the Texas Online project. Also, led technical development project efforts and processes and planned maintenance activities.
*Persuaded 8 State of Texas agencies to participate in the Texas Online website effort.
*Developed a QA process and audit procedure for a technical team that was developing in the production environment and not documenting changes. The website functionality improved significantly.

Practice Leader - Strategy and Enterprise Integration (e-Business) - Ciber, Inc., Denver, Colorado
(June 2000 - March 2001)
*Provided cohesive communication for an e-Business based team at the Ciber office in Seattle, Washington that resulted in a greater revenue stream.
*Managed and led a $20M proposal effort which resulted in our team being selected as one of the three finalists.
*Led a business process reengineering (BPR) team in analyzing business processes, creating process flows and reengineering recommendations for a new Douglas County e-business web site.
*Successfully managed a network, system and application project that required an as-is analysis comparison to the to-be requirements to provide the data needed for a 3 company (emergency medical services) merger.


Associate Director/Senior Management Consultant - DMR Consulting, Denver, Colorado
(July 1999 - May 2000)
Client US West (now Qwest) - Senior Project Manager/Process Lead
*Created, reported and managed project plans, budgets, Statement of Work (SOW) efforts, risks/issues, requirements, design and documentation for numerous business applications.
*Successfully mentored and implemented four US West projects on CMM level 2/3.
*Developed and implemented the company's Service Level Agreement (SLA) best practice for operations, technical communication, documentation and retention.
*Researched and provided resources and framework for implementing a RUP web site for internal customer access.

Director/Senior Management Consultant - Raymond James Consulting (now Statera), Denver, Colorado
(October 1996 - July 1999)
Client Oppenheimer Funds - Senior Project Manager/Y2K Lead
*Provided overall project management for all IBM mainframe transaction activities - 60-member IT and Business team to retain employees through the Y2K efforts.
*Successfully led the Y2K conversion and implementation.
*Performed incremental gap analysis with IT and business teams to ensure the to-be environment provided the capability required for post-conversion.
*Led project analysis, technical planning, development and implementation which enable more changed modules to be put into the production system on one day than had ever been done before. This was accomplished with no adverse impacts on the business.
*Created a series of metrics to measure and track completion of each system /sub-system. This included technical development, testing and deployment.
*Led IT and Business teams in creating a back-out plan for the Y2K implementation to mitigate business impact.
*Participated in commission team sessions to determine the cause of erroneous payments to fund dealers. The findings were training needs and data problems. The success of this team provided a corporate template and Problem Solving Model for cross-functional teams to employ similar processes for solving business issues.
Client Janus Fund - IT/Business Process Lead
*Created a framework for implementing new technology, tools, training and processes for a 160-member IT and Business team. This included authoring and implementing (including training) the following plans: Project Management and software Development, Configuration Management, Quality Assurance/Test and Object-Oriented Structures and Development.
*Developed Y2K strategy and implementation for the technical teams to provide integrity during changes.
*Researched and recommended technical and business transition efforts from an external Web development vendor to in-house ownership.
*Researched and implemented Configuration Management processes for a production SAP AP/AR environment.
Client Security Life Insurance (ING) - CMM Implementation Lead
*Implemented the Software Engineering Institute's Capability Maturity Model (CMM) Level 2 to meet executive/company goals and managed a $12M CMM budget.
*Developed CMM implementation metrics to measure goal and activity completion for each key process area against the implementation schedule to provide status reports to executives.
*Led stabilizing the technical development and production environments, with the systems team, that provided an application and interface for all field agents.
Client United States Department of the Interior - Bureau of Reclamation - Project Manager/Process Lead
*Facilitated a national effort in Salt Lake City, UT to ensure decision makers understood and agreed to a business and technical system deployment and implementation interface with headquarters in Denver, CO.
*Created project plans, metrics to measure the established development baselines for front/back end against deliverable schedule. This provided the information needed to derive risk and mitigation strategies.
*Trained project managers on industry best practices.
*Established vendor management.
*Implemented and distributed Configuration Management and tools for the US BOR infrastructure.

Software Configuration Manager - TRW Defense Systems, Aurora, Colorado (SSB/TS Clearance)
(April 1996 - November 1996)
*Developed strategy and implemented processes/tools for configuration management for a large object-oriented, spiral development project.
*Led multiple engineering teams to promote Quality oriented processes.
*Initiated and participated in establishing a secure intranet.

Senior Management Consultant, Senior Project Manager/Configuration Manager - Interlink Group, Inc., Denver, Colorado
(August 1994 - April 1996)
Client CH2M Hill- Executive Coach and Change Management Lead
Executive Consultant and Change Management Implementation (30-member group)
*Coached the executive team on making visible, to the Board of Directors, technical activities that supported and impacted core business units throughout an Oracle conversation. It was determined that lack of training ancillary offices caused a disruption in business functions. Recommendations were made to correct this issue.
*Implemented a change management board and software engineering processes to effectively manage all infrastructure changes in an international, 24/7 engineering environment. The Board of Directors participated in the weekly change management meetings to gain confidence that changes were being managed.
Client TCI/AT&T Cable Services - IT Manager
Large C++/Sybase development project (165-member team)
*Coached executive technical management on presenting understandable engineering processes, project plans, project status and development schedules to the Board of Directors.
*Managed and stabilized fast-paced (time-to-market) client/server environment front end/back end) by bringing the technical and business teams (165-member) together to enable them to create a system architecture/design, dependency mapping and overall daily communication meetings.
Client US West (now Qwest) - Business Process Analyst and Configuration Management Lead
*Facilitated group sessions with teams to analyze and document technical and business processes and flows for Executive level use.
*This was a 200-member, multi state technical support center team and we completed the effort and delivered a final presentation in three weeks.
*Led an effort to implement a CM tool and Configuration Management processes and training to enable a systems and business group to control releases and changes for a large Oracle forms development effort.

Oracle DBA, System Administrator, Software Configuration Manager - Martin Marietta Aerospace (now Lockheed/Martin), Littleton, Colorado
(July 1988 - August 1994)
Software Configuration Manager (145-member group), Oracle DBA, System Administrator SUN/Solaris and Digital/VAX clusters
*Initiated and led the effort to implement a vendor software license enterprise database which saved the company $15M over a three year period.
*Initiated and led a cross-country network capability effort with various customers. Created metrics to measure time saved and data integrity to justify implementation costs for the west coast.
*Delivered a $5.5M hardware/software inventory and Hydraulic arm to NASA within a $1.5M budget.
*Implemented the CMM - Level 2 for a project and led various audit activities, conducted by all four branches of the military and the Software Engineering Institute, for multiple projects.
*Responsible for multiple-project software configuration management and quality assurance implementation.

Education
*Attended University of Colorado at Denver, Denver University and Arapahoe Community College with emphasis on Software Engineering and Business.
*Project Management Institute (PMI) accredited classes attended within the last 12 months:
*Software Requirements Engineering and Management, Software Engineering, Software Estimation, Software Metrics for Technical Staff and Software Review Process

Certifications
PMP and RUP Certified



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