Resume of Product Development Manager

Title
Product Development Manager

Primary Skills
Program Management / Software Development / Project Management

Location
US-OH-Gahanna

Posted
Feb-20-08


Senior Product Design /
Product Development Manager

Program Management / Software
Development / Project Management
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AREAS OF EXPERTISE

* Web-based Technology
* Productivity Improvement
* Performance Evaluations
* Systems Implementation
* Project Planning & Analysis
* Strategic Business Planning
* Applications Development
* Software Configuration Management
* Management Information Systems
* Staff Training & Development
* Policies & Processes Development
* UNIX & Windows Platforms
* Budgeting & Expense Reports
* Troubleshooting & Problem Solving
* Product Lifecycle
* Project Risk Analysis
* Quality Management
* Vendor Management
* Database Applications
* Systems Integration
* General Management

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CAREER CHRONICLE
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ALCATEL-LUCENT (www.alcatel-lucent.com) -
Columbus, OH
Providing solutions that enable service providers,
enterprises, and governments worldwide, to deliver
voice, data and video communication services.
Employs 79,000 in 130+ countries with $27
billion revenues. Formed after Alcatel's 2006
Lucent Technologies buyout. Initially hired by
AT&T.

Senior Manager, SMS Customer Technical
Support & Deployment
1997-1998

Senior Manager, VitalART Requirements,
Development, Project Management, & Test
20026

Senior Manager, VitalNET Development & Test
20024

Acting Director, NFM
2001-2002

Senior Manager, NFM Project Management,
Quality & Vendor Management
20002

Senior Manager, New ATOMICS Requirements,
Development, Test, & Customer Support
19990

Senior Manager, SMS System Verification
1998-1999

Senior Manager, SMS Customer Technical
Support & Deployment
19978

Overview: Progressed rapidly through series
of increasingly more responsible positions
directing projects of up to 80 managers and
engineers. Major national and international
clients included AT&T, IBM, Sprint, P&G,
Citibank, British Telecom, Telefonica,
Verizon and Deutche Bank. Managed teams of
engineers responsible for entire product
development lifecycle (requirements,
development, integration, test, maintenance).
Maintained general management respon-
sibilities for recruiting, hiring/firing,
resource allocation, project management
activities, coaching/mentoring, technical and
professional development, goal setting,
performance appraisals, salary evaluations,
and priority feedback sessions.

Key Contributions & Performance
Highlights

* IMS - IP Multimedia Subsystem
(architectural framework for delivering IP
multimedia to mobile users. Alcatel-Lucent
solution involves
integration/interoperability of 24+ sys-
tems/applications) - As IMS Senior
Manager, tasked to set up project
management infrastructure relating to
integration/testing of numerous complex
systems across varying, extremely new
technologies. Planned, directed, and
prioritized integration/testing
activities, working closely with
worldwide, culturally diverse, remote test
teams (50-60 personnel).

Setup infrastructure to track/communicate
relevant information to test teams for
each system/application; estimated work
time; aligned integration/test processes,
tools, and strategies among various teams.
Results: Completed five releases on time
with buy-in from all stakeholders. IMS
Senior Manager

* VitalSuite Advanced Reporting Tool
(comprehensive web-based tool enables
users to easily generate custom, customer
presentation-quality reports based on data
from various Lucent products) - As Senior
Manager for VitalART requirements,
development & test, supervised ~15
engineers + offshore test team. Respon-
sible for entire product development of
Java, JSP, and C++ based VitalART product.
Managed interface with third-party suppli-
er, interfaced with several Lucent
projects to determine common reporting
features, aligned development/testing
schedules, and administered product
budget.

Collected feedback and gathered
requirements from end customers in
domestic and international enterprise and
service provider markets, conducted
usability studies, demonstrated new
product, selected next release's features
based on most popular feedback and
usability studies, and created tutorial
working closely with documentation team.
Results: Evolved product from concept
stage to successful commercial launch and
through 5 subsequent releases and sales to
200+ customers. VitalART won Lucent's 2005
USIG Usability Award. VitalART Senior
Manager

* VitalART (VitalSuite advanced reporting
tool) - Challenged to complete high
quality testing with limited test
resources. VitalART testing was complex
and resource intensive due to significant
performance and capacity testing required,
infinite testable combinations and
multiple environment/platform support.
Creatively solved testing needs by
emphasizing high quality integration tests
and setting up skeleton team with
available local resources to complete
"smart" testing. Persuaded other Lucent
projects to test VitalART with their prod-
ucts and outsourced release to release
installation/upgrade testing and
regression/automation testing to offshore
company. Results: Achieved 80% cost
reduction in new release regression
testing and ultimately reduced required
testing interval 60% while maintaining
very high product quality. VitalART
Senior Manager.

* VitalART - Charged to help VitalART
continue to evolve to meet more diverse
reporting needs to replace reporting tools
of and be packaged with several other
Lucent products. Solicited product teams'
input/help, trained/educated teams re-
garding product, requested early testing
help, and kept communication channels
open. Results: While continuing to evolve
product to meet existing customer
requests, also added 1 new Lucent product
to each release's supported products for
first several years. VitalART Senior
Manager

* VitalSuite VitalNet (data performance
management system) - Responsible for
developing/testing several major
components. Also tasked to help 2 diverse
organizations work together to deliver
single product for enterprise and service
provider customers. Focused on need for
common tools and key development
processes, established regular
opportunities for management team to work
together, and led effort to establish
multi-site development environment.
Supervised 17-20 engineers. Results: Both
organizations started to work together on
common code base following common set of
processes to deliver quality product on
schedule to satisfy both customer sets.
Eventually achieved SEI CMM Level 2 and
TL9000 certification. VitalNet Senior
Manager

* Network Fault Management System - Charged
to lead team to complete development (
initially behind schedule) for release and
to satisfy mandate to maintain general
availability dates and setup structure
required to minimize lost time for
problems/issues. Held brief, focused daily
management meetings to discuss/address
critical blocking items and brought in key
experts to unblock issues and keep
activities moving forward. Utilized
developers and systems engineers to help
with reduced testing interval, re-
prioritized remaining work, and invited
customers on site for early acceptance
testing. Oversaw engineering development
team of 80 staff, including managers and
engineers. Results: Customer commitments
met, revenue recognized as planned, and
release made generally available according
to original schedule. NFM Acting Director

* Network Fault Management System - Accepted
challenge to lead staffing and project
reorganization in order to size department
to match lower anticipated revenue (due to
telecommunications industry and tech
market changes). Worked with management
team to evaluate past performance, and
potential of all employees, and selected
employees for each function with potential
to add most value. Results: Team appro-
priately sized to meet needs of business
and makeup of remaining team set up for
future success. NFM Acting Director

* Network Fault Management System - Tasked
to improve SUN's (and contracted
engineers') unacceptable performance in
managing port to SUN/Solaris platform.
Composed Statement of Work (signed by SUN
vendor) that detailed schedule
expectations, quality/acceptance criteria
and mandated weekly sync-up meetings to
discuss development status and review
issues. Results: SUN agreed to complete
engagement in porting effort and took
responsibility for work/issues (vs.
relying on subcontractors). Porting
effort's second phase completed as
planned, acceptance test criteria met, and
larger project release not impacted. NFM
Acting Director

* New ATOMICS (Advanced Traffic Observation
& Management Information Collecting
System) - Overcame challenge of demanding
NTT customer requiring significant
enhancements to existing product but un-
willing to pay high development cost by
leading 12 engineers/developers and 2
front-end/field support engineers to
refine internal development processes to
continue to meet customer's high quality
expectations while simultaneously reducing
process overhead. Explored option of
selling software Right To Modify, and
redeployed development team to more
profitable endeavors. Results:
Successfully executed software Right To
Modify, transitioned product to NTT
Comware (resulting in $6 million revenue),
and redeployed team to more profitable,
long-term project. New ATOMICS Senior
Manager

* Intelligent Network Service Management
System - Charged to dramatically improve
poor quality product as well as reduced
test interval. Increased test staff by
hiring contractors, enlisting help from
overseas teams, and partnering with
Deployment/Customer Support Team. Quickly
trained staff through chalk talks, pairing
new personnel with mentors, and hands-on
training (e.g., executing well documented
regression tests). Initiated/incorporated
numerous test process improvements and
automated 50% of regression tests.
Results: Test team adequately
staffed/trained to handle 3 major product
releases/year as well as maintenance
releases. Reduced customer-found defects
30% in final release. System verification
test process documented for CMM and ISO
9000 certification. Responsible for 30
testers. SMS Senior Manager

* Intelligent Network Service Management
System - Responded to challenge of
increasing number of customer deployments
and providing better service to fast-
growing customer base by adding 8 new
engineers and requiring new hires to
shadow more experienced workers. Worked to
facilitate communication and track issues
between less experienced engineers and
development staff, established more
rigorous, documented NPI/CTS processes
that enforced detailed planning prior to
installation and required customer
acceptance signoff for important phases,
established application tape library, and
created CTS call out list. Results:
Enabled project to recognize revenue
according to plan by quickly deploying
product to key customers. SMS Senior Man-
ager

* Intelligent Network Service Management
System - Tasked to expand existing system
to meet needs of Sprint's impending
wireless network and to
determine/implement new, required
provisioning features prior to network
start-up. After sharing existing product
capabilities and discussing desired
functionality with Sprint, internal AT&T
Systems Engineering, and Cincinnati Bell,
worked closely with Development to get
work estimated/planned and negotiated
capabilities with other AT&T internal
products as well as with Sprint to resolve
cross product and cross platform issues.
Results: Completed detailed, high-quality,
business requirements on schedule,
enabling Sprint to roll out network as
planned, resulting in $5 million revenue
and, more importantly, entry into wireless
business. SMS Systems Engineer

EARLY CAREER

AT&T Bell Laboratories
Systems Engineer (1994-1997)
System Test Team Coordinator (1989-1993)
Data General Corporation
Software Engineer (1986-1989)

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EDUCATION
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NORTH CAROLINA STATE UNIVERSITY - Raleigh, NC
Master of Science, Management, GPA: 4.0/4.0, 1990
Bachelor of Science, Computer Science, magna
cum laude, 1985

Certifications
See above


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