A seasoned professional for immediate hire in support of your Infrastructure, Technical Migration, M&A or other Information Technology related integration needs. A tried and proven Project Manager with lifetime experience within the Nuclear, Energy, Transportation, Engineering, Utilities, Insurance, Telecommunications, Chemicals and Consulting industries. An individual with unique talent who will be an asset to your team and is comfortable managing large-scale programs or mentoring your staff through the key steps required for successful system integration or project related activities.
Skilled/Experienced in Enterprise applications and infrastructure migrations and Best Practices approach to Project Management, including strong SDLC (System Development Life Cycle) skills such as the following:
· Team leadership skills. Ability to motivate and lead multi-cultural resources in a matrix environment.
· Problem solving skills, both engineering/technical and people/organizational.
· Excellent communication ability and use of facilitation skills to align functional resources to program objectives.
· Strong technical, project management and operational background with EPM, CRM and EAM systems and applications.
· Utilized EPM (Enterprise Project Management) toolset and concepts to maintain updates for multiple projects on the server for PMO (Project Management Office) requirements, consistent with aligned methodologies, processes and governance structures.
· Experience with managing 10 to 14 projects concurrently and taking ultimate responsibility for project timelines, adherence to cost estimates and resolving issues as they arise.
· Oversee multiple projects utilizing both onshore and offshore resources/contractors for the design, development, release and maintenance of IT solutions.
· Project and time management skills. Strong knowledge of project management tools and practices and how these can be used to drive excellence in project outcomes.
PMI course work completed at EDS University, Plano, TX. International Project Management experience with overseas project teams within the nuclear, energy, utilities and chemicals industries, including extensive vendor management experience. Maintain an active passport for international travel. Project Management experience in planning and designing engineering programs and projects (nuclear, energy, utilities, chemicals, insurance, telecommunications and transportation) as well as Information Technology Infrastructure and Software Implementation Projects. Strong requirements gathering experience and documentation skills, with "hands-on" experience working with IT teams on operational processes and procedures. Responsible for organizing highly complex activities for the development, implementation and maintenance of engineering projects. Skilled in reading and understanding application architectural diagrams (physical, context and logical). Experience with the development of KPIs (key performance indicators) for business performance management. Strong customer interface and change management skills. Consistently achieves high levels of customer satisfaction by providing multiple global projects and initiatives on time, providing post-implementation savings to operations. Responsible for having maintained the internal reporting requirements and data retention for refined petroleum products, primarily gasoline, for a 265,000 BPD refinery. Proven Sr. Project Management professional, with multiple years of business analysis, compliance, consulting and project management experience, including a long-term career working in the energy (oil & gas) and computer services industries. Completed training and received certifications in MS Project Server 2007 and Project Web Access 2007 through PSSI (Project Server Support, Inc.) in Tampa, Florida, during October, 2008.
Computer Sciences Corporation, Eunice, NM 08/07 – Present
Sr. Project Manager/Technology Management Group – Global Operations Services (GOS)
Responsible for managing infrastructure and software implementation projects for Computer
Sciences Corporation’s (CSC’s) client, URENCO USA (LES) in Eunice, NM. Manage CSC
resources including Systems Administrators, DBAs, Technical Architects, Network Engineers,
and Desktop Technicians involved in the implementation of both infrastructure and software related
projects for URENCO USA (LES), a state-of-the-art, new nuclear enrichment facility located in Eunice, NM. Obtained a Level L Security Clearance required by the United States Department of Energy (DOE) and Nuclear Regulatory Commission (NRC) for access and assigned work in the Technical Services Building (TSB) at URENCO USA (LES). Led a special SAP project for URENCO USA (LES) involving changes in Microsoft E-mail Exchange for a ‘Go Live’ implementation date on Monday, September 6, 2010, and coordinated the task work with CSC resources working for URENCO Europe in the UK, The Netherlands and Germany. Provide project management services in coordination with various business groups including Administration, Facilities, Finance, Procurement, Construction and Engineering toward consolidating business offices and IT equipment from temporary work locations (trailer offices) to permanent facilities in the TSB. Provide management oversight for timelines, milestones, risk evaluation and deliverables for project work by CSC resources involved in the infrastructure and software implementations services. Author Project Definition Documents and Service Delivery Scope documents for approvals by URENCO USA’s on-site Information Technology & System Security Manager and Information Technology Director that cover the Objectives, Scope of Work, Resource Requirements and Budget for ongoing support, maintenance and project costs to complete assigned projects. Maintain follow-up and oversight on all project work through completion and obtain approvals for Delivery Acceptance Documents upon project completions to meet the requirements of the Service Level Agreement (SLA) with URENCO USA. Use URENCO’s Request Management Tool in Lotus Notes to maintain a database on all assigned projects and reports generated out to URENCO to keep the client abreast of completions of ongoing task work and budgetary updates. Follow the standard CSC Global Infrastructure Services Project Management Process Manual (‘PMPM’) for Service Delivery requirements for all projects. Report to the on-site CSC Service Executive & Account Lead for assigned project management work for all IT services implemented at URENCO USA. Previous Senior Project Management experience working for Computer Sciences Corporation in CSC’s Technology Management Group (TMG) with responsibilities for concurrently managing 10 to 14 projects involving the deployments/transformations/refreshes of database, application and web servers (e.g., UNIX, Wintel, IBM Web Sphere (WAS), Tomkat, Apache, JBoss, etc.) and Disaster Recovery/Business Continuity projects at CSC's data centers for 2 corporate clients of Computer Sciences Corporation, i.e., Motorola Inc. and Aon Corporation, who have headquarters in the greater Chicago, IL, area. Assigned as a Senior Project Manager for enterprise projects and server deployments including Disaster Recovery, Networking, Storage, Database, Middleware, Telecommunications, VoIP, IVR and CTI projects to support ERP (Enterprise Resource Planning) systems for CSC’s clients. Was responsible for a major $15MM+ Network Engineering – Order Management Oracle 11i ERP Landscape Project affecting all business units and global regions for Motorola Inc. This included the establishment of infrastructure and applications to support the Mobile Devices business units worldwide. Managed multiple projects and project teams concurrently including CSC’s Lines of Services (LoS) personnel and data center resources toward staging servers and executing Disaster Recovery (DR) plans and procedures at CSC’s Chicago, IL; Meriden, CT; Newark, DE; and Chantilly, VA, data centers. Managed Technical Services resources (including resources in the US, India, Europe and Canada) involved in the design and build of server infrastructures necessary to support Siebel Systems and other business applications upgrades and projects for Motorola and Aon Corporation. Used Microsoft Project Professional 2007, Project Server 2007 and Project Web Access 2007 tools to track and manage project task work throughout the various phases of each project. Spearheaded team meetings with the client’s Business Unit (BU) managers and CSC technical resources to determine each project’s Scope and specifications; created Rough Order of Magnitude (ROM) estimates; developed internal customer services requests (iCSRs) for required hardware and software; developed Disaster Recovery (DR) plans; and ensured that the appropriate hardware and software were in place for the deployment ‘Go Live’ date(s). Developed and executed project plans using Microsoft Project Professional 2007, Project Server 2007 and Project Web Access 2007 tools to plan, track and manage projects with assigned Lines of Services (LoS) resources throughout the Initiation, Execution and Completion phases of each project. Provided project dashboard updates via CSC’s reporting tool, PERFORMA (Project Enhanced Reporting For Online Review & Metrics Automation), to the client’s BU managers to show progress on project deliverables and performance metrics. Worked with CSC’s Technical Architects; Third Party Vendors (e.g., Oracle, Sun, EMC, etc.) and CSC Lines of Services resources (i.e., Unix, Wintel, DBAs, Network, Storage Area Networks/SAN, Back-up, Tivoli specialists, etc.) to ensure that the Project Information Workbooks (PIWs); Project Definition documents (PDs); Cost Estimating Workbooks (CEWs); and Disaster Recovery plans all had the appropriate information for each project. This included the required server hardware; cost summaries; asset identifications; storage area networks (SAN) requirements; etc., for developing server request summaries (SRSs) to queue the servers into the factory build schedules. Deployed UNIX, Wintel, IBM, J2EE, etc., servers in coordination with other CSC team members who had responsibilities for Network Configurations; VMWare; SAN/Backups; Citrix; Asset Management; etc., to ensure the smooth transition of deployed servers for the client. Managed global Disaster Recovery projects for testing servers and applications, including meeting RTO (Recovery Time Objectives) and RPO (Recovery Point Objectives). Conducted Operations Acceptance Reviews (OARs) and Operations Readiness Reviews (ORRs) with the data centers’ staffs to ensure that all criteria were met, before turning over the servers to the client’s respective Business Units. Managed the administration of pre-Cutover, Cutover and post-Cutover tasks through hour-by-hour (HRXHR) plans with assigned project resources to achieve project milestones and deliverables leading up to the “Go Live” for scheduled server deployment projects, business IT conversions and task work required for Disaster Recovery projects. Developed and distributed the Project Completion Surveys; Server Turnover Acceptance letters; and Disaster Recovery Acceptance letters to the respective BU managers for their acknowledgement and acceptance of server installations/disaster recovery procedures at the respective CSC data centers. Worked part-time remotely between the client’s sites in Chicago, IL, and my home in Cheyenne, WY, to successfully manage all assigned projects. Completed training and received certifications in MS Project Server 2007 and Project Web Access 2007 through PSSI (Project Server Support, Inc.) in Tampa, Florida, during October, 2008. Operating systems and network protocol used include: Windows XP Professional; MS Project Professional 2007; MS Project Server 2007; MS Project Web Access (PWA) 2007; Windows 2003; Windows 2000; SAP; Enterprise Project Management (EPM); Enterprise Resource Planning (ERP); VMWare ESX/ESXi; VMWare Cloud OS; Cisco VoIP; IVR; CTI; MS Exchange 2007; MS Project 2003 Professional; MS Project 2000; Windows Server 2003; Motorola MVP Client 4.7; Oracle 11i; Siebel Systems; Linux; Red Hat; Citrix Metaframe; RSA SecurID; Nortel Contivity VPN; Lotus Notes/Domino; Lotus Notes Sametime; Niku; Cisco VPN; PERFORMA; Adobe Acrobat 7.0 Professional; MS Visio Professional; MS NetMeeting; MS Webcast; MS Outlook; MS Excel and MS Office Suite.
IBM Global Services, Denver, CO 08/06 – 08/07
Sr. End-to-End Project Manager / Xcel Energy Inc.
Responsible for the End-to-End project management and implementation of the Mobile Maintenance Inspection - Facilities Notification System (MMI-FNS) project for one of IBM Global Services’ customers, Xcel Energy in Denver, CO, for Xcel Energy's business unit jurisdictions in Colorado, Minnesota, Wisconsin, North Dakota, South Dakota, Michigan and North Texas. Managed a project team of 28 IBM and Xcel Energy resources involved in the development and implementation of the project with the following cost benefits to Xcel Energy: NPV - $1,025,661; IRR - 55.82%; ROI - 121.95%; Hard Savings - $4,787,159. Spearheaded meetings with 3rd party vendors to obtain Requests For Proposals (RFP's) for an automated locate request screening system, which would allow Xcel Energy to improve their locate ticket screening process prior to sending to outside contract vendors. Facilitated collaboration between the core project team, executive management and business stakeholders to evaluate and select a vendor that would best provide for the following business requirements requested by Xcel Energy:
· Ability to create reports for all entities, including regulatory agencies such as the Federal Energy Regulatory Commission (FERC), to support daily operations and internal management and to assist in the management of the Business Units' (BUs') geographical areas.
· To comply with requirements of Sarbanes-Oxley (SOX) regulations. Used Mercury IT Governance processes to meet enterprise standards and compliance during project management and implementation.
· Provide an enhanced mobile technology/telecommunications solution for real-time work dispatch and completions by field maintenance crews at dig sites.
· Ability to better manage outside contract vendor ticket data by routing tickets from One Call Centers to vendors and ensuring more acceptable closure data back into Xcel Energy's Mobile Maintenance Inspection System.
· Ability to allow for voice IVR, page, e-mail and fax services to stakeholders, indicating when their locate requests had cleared.
· Provide a positive response notification process to customers and One Call Centers, indicating the status of their locate requests and bringing Xcel Energy into compliance with regulatory agencies.
· Provide a means for improved data flow into the current Damage Prevention system and provide support and interface with the GERC Gas Pipeline application.
Responsible for selecting the 3rd party vendor product and obtaining the RFP (Request For Proposal) funding approvals from senior management and was also responsible for developing a Business Case Suite (BCS) Governance presentation to Xcel Energy's Senior Leadership Team (SLT) for the project's funding proposal and Project Charter, which included the following elements: Financials/Cost Benefit Analysis (CBA); Scope Summary; Functional Design; Risk Management Summary; Project Schedule Summary; Resource Plan; Key Project Deliverables; Assumptions Summary; Requirements Matrix; and Viability Assessment Scoring. Worked with the selected vendor, AGT International, and the core project team to implement AGT's IRTHNet system as the 3rd party vendor solution that would satisfy all of the requirements specified by Xcel Energy's business unit jurisdictions. Provided project dashboard updates via IBM Global Services' reporting and governance tools, Niku and Mercury, to the clients’ Business Unit (BU) managers and the Senior Leadership Team (SLT) to show progress on project deliverables and performance metrics. Managed IBM's project resources, i.e., a Project Architect; a Technical Project Manager; and other Lines of Services (LoS) resources (i.e., DBAs, Network, Storage/SAN specialists, etc.) to ensure that the MMI-FNS project was delivered 'on-time' and 'within budget'. Assisted the Technical Project Manager and other data center resources on-site at the Golden, CO, data center to set up and test 3 servers (a web server, an applications server and a database server) to accommodate the hardware and software requirements for the MMI-FNS project. Managed Technical Services resources involved in the design and build of server infrastructures necessary to support Siebel Systems and other business applications upgrades required by Xcel Energy. Led the development of the User Acceptance Testing (UAT) test case requirements in association with the business units' needs and assisted with the development of the End User Training materials used for 'Train-the-Trainer' and, ultimately, for training all End Users on the new IRTHNet system. Managed the administration of pre-Cutover, Cutover and post-Cutover tasks with assigned project resources to achieve hour-by-hour milestones and deliverables leading up to the “Go Live” for deploying the IRTHNet application. Maintained an Issues Log and managed the resolution of issues with the core project team throughout the pre-Cutover, Cutover and post-Cutover task work. Documented Lessons Learned details with the project team in the post-implementation phase of the project for archiving and future reference for similar project work within Xcel Energy. Developed and distributed the Project Closure Acceptance Letters to the respective BU managers for their acknowledgement, acceptance and formal approval of the IRTHNet implementation for their respective BU's. Worked remotely between Xcel Energy's offices in Denver, CO, and my home in Cheyenne, WY, to successfully implement the project for Xcel Energy's business unit jurisdictions. Operating systems and network protocol used include: Windows XP Professional; Windows 2003; MS Project Server 2007; Enterprise Project Management (EPM); MS Project 2003; Agile Development; Windows Server 2003; Siebel Systems; WLAN 802.11; WIDE; Cisco VPN; Lotus Notes/Domino; Lotus Notes Sametime; Niku; Mercury Project & Portfolio Management; Mercury IT Governance; Business Objects; MS SharePoint 2007; MS Visio Professional; MS Access; MS NetMeeting; MS Webcast; MS Outlook 2007; MS Excel 2007; and MS Office Suite 2007.
Computer Sciences Corporation, Chicago, IL 05/05 - 08/06
Sr. Project Manager/Global Infrastructure Services (GIS) - Server Deployment Projects
Responsible for concurrently managing 10 to 14 projects involving server deployments/transformations/refreshes of UNIX and Wintel servers to CSC data centers for 2 corporate clients of Computer Sciences Corporation, i.e., Motorola and Aon Corporation, who have headquarters in the greater Chicago, IL, area. Assigned as Senior Project Manager, Global Infrastructure Services (GIS) - Server Deployment Projects, within CSC’s PMO (Program Management Office), responsible for managing multiple teams of CSC’s Lines of Services (LoS) personnel and data center resources toward staging servers at CSC’s Chicago, IL; Meriden, CT; Newark, DE; and Chantilly,VA, Data Centers. Responsible for managing resources involved with a major server evacuation project in moving servers from the customer’s Western Regional Operations Center (WROC), Scottsdale, AZ, to CSC’s Meriden, CT, (MDC) data center. Managed Technical Services resources (including resources in the US, India, EMEA and Asia Pacific) involved in the design and build of server infrastructures necessary to support Siebel Systems and other business applications upgrades for Motorola and Aon Corporation. Spearheaded meetings with the clients’ Business Unit (BU) managers to determine requested deployment dates; helped create internal customer services requests (iCSRs); and coordinated meetings with the CSC Applications Deployment Project Managers to ensure that the appropriate applications were configured for servers to meet the requested dates for server deployments. Developed and executed project plans using Microsoft’s Office Project Professional 2003 tool to plan, track and manage projects with assigned Lines of Services (LoS) resources throughout the Initiation, Execution and Completion phases of each project. Provided project dashboard updates via CSC’s reporting tool, PERFORMA (Project Enhanced Reporting For Online Review & Metrics Automation), to the clients’ BU managers to show progress on project deliverables and performance metrics. Worked with CSC’s Technical Architects; Applications Deployment Project Managers; and Lines of Services (LoS) resources (i.e., UNIX, Wintel, DBAs, Network, Storage/SAN, Back-up, Tivoli specialists, etc.) to ensure that the Configuration Workbooks (CWBs) and Cost Estimating Workbooks (CEWs) had all appropriate information regarding the server hardware required; cost summaries; asset identifications; storage area networks (SAN) requirements; etc., for developing server request summaries (SRSs) to queue the servers into the factory build schedules. Deployed UNIX and Wintel servers in coordination with other CSC team members who had responsibilities for Network Configurations; VMWare; SAN/Backups; CITRIX; Asset Management; etc., to ensure the smooth transition of deployed servers for the clients. Conducted Operations Acceptance Reviews (OARs) and Operations Readiness Reviews (ORRs) with the data centers’ staffs to ensure that all criteria were met, before turning over the servers to the clients’ respective Business Units. Managed the administration of pre-Cutover, Cutover and post-Cutover tasks with assigned project resources to achieve hour-by-hour milestones and deliverables leading up to the “Go Live” for server deployments. Developed and distributed the Server Turnover Acceptance Letters to the respective BU managers for their acknowledgement and acceptance of server installations at the respective CSC data centers. Worked remotely between the clients’ sites in Chicago, IL, and my home in Cheyenne, WY, to successfully deploy servers for the 2 clients who have their headquarters in the greater Chicago, IL, area. Operating systems and network protocol used include: Windows XP Professional; Windows 2000; MS Project 2003 Professional; MS Project 2002 Professional; MS Project 2000; Windows Server 2003; Enterprise Project Management (EPM); VMWare, Siebel Systems; Linux; Red Hat; CITRIX; RSA SecurID; Nortel Contivity VPN; Lotus Notes/Domino; Lotus Notes Sametime; Niku; Mercury; Cisco VPN; CITRIX NFuse MetaFrame; PERFORMA; MS Visio Professional; MS Access; MS NetMeeting; MS Webcast; MS Outlook; MS Excel; and MS Office Suite.
Frontier Oil Corporation - Cheyenne Refinery, Cheyenne, WY 09/03 - 01/05
Sr. Project Manager - Computerized Maintenance Management System (CMMS) Project
Responsible for selecting the 3rd party vendor product to get RFP (Request For Proposal) funding approval from senior management and was responsible for assembling and managing a project team of 18 refinery resources toward the implementation of a $1.95MM Computerized Maintenance Management System (CMMS) for Frontier Oil Corporation's Cheyenne Refinery in Cheyenne, Wyoming. This new system was to replace 2 older legacy systems (MP2 and PST1000). Responsible for the planning, budgeting, implementation and execution of the CMMS project in conjunction with the contracted vendor, Indus International, to roll-out Indus' EMPAC application refinery-wide to support the Operations, Maintenance, Purchasing, Stores/Warehouse and Accounting departments. Provided weekly progress reports to executive management that included the completed task work by the project team; updates on any issues that could affect the project schedule for "GO LIVE"; and the expended project dollars versus approved budget for both the Capital AFE (Authorization For Expenditures) and the Expense AFE. Chaired monthly Steering Committee meetings with executive management to provide overall project progress updates and allow the individual team leaders from the various departments to review their completed task work and provide direct feedback to the Steering Committee. Provided "hands-on" direct assistance to project team members on how to organize/develop the required data for the project including data building, data scrubbing, test script development, security profiles, etc., for each of the affected departments. This included coverage of all scheduled data loads (4 total before GO LIVE) into Indus' DLink tables for the four instances (Training, Test, Development and Production) of the EMPAC application. Upgraded the EMPAC application with the most current releases provided by Indus and installed all the emergency patches (EPs) that were required to maintain EMPAC's functionality. Developed a communication plan for the project's roll-out and utilized the refinery's monthly Safety meetings to provide PowerPoint updates to all refinery personnel on the project team's progress toward the CMMS implementation. Maintained an ongoing Issues Tracking Log for consistently tracking assigned issues to project team members to ensure that issues were resolved in a timely manner to support the project's completion both "on-time" and "on-budget". Held ad hoc "ALL HANDS" team meetings to review task progress and address more immediate issues that required more direct action and attention. Organized a classroom Training environment of 12 work stations to support the ongoing training and testing needs for the project team's ongoing training on and testing of the EMPAC application. This set-up also supported the necessary Training needs for training 195 end users, 45 power users and 35 support staff/management personnel on the EMPAC application as well. Operating systems and network protocol used included: Mainframe; Windows 2000; MS Project 2000, Enterprise Project Management (EPM); MS Visio Professional 2000; UNIX; Oracle; SQL; EMPAC; RoboHelp; MS Access; ASP; HTML; VB; Java; MS WebCast; MS NetMeeting; MS Outlook; MS Excel; and MS Office Suite.
COMSYS, Houston, TX 04/03 - 08/03
Sr. Project Manager - Contingent Labor Project for Waste Management
Assembled and managed a project team of 16 resources in 4 regional areas of the U.S. involved in the planning, implementation and execution of an enterprise-wide vendor management program for Waste Management's clerical, light industrial and professional contract labor spend. Responsible for leading the team in implementing a comprehensive program to manage and coordinate $245MM in annual contract labor spend transactions with 1,000+ vendors supporting Waste Management's contract labor needs including: ordering and fulfillment; quality control/compliance; and timesheets, invoicing and payment. Developed project plans to roll-out an enterprise-wide program, the scope of which covered 5 major business groups, 19 major market areas, 252 district offices and 491 labor suppliers/vendors for Waste Management's annual contract labor spend. Established a process to monitor metrics (KPIs) and managed the Vendor Management System at the market area/site level to meet the following specific objectives: Business continuity (fill-rate) > Reduction of invoice processing > Identification of compliance risks > Rate normalization (savings) > Reduction in safety incidents (T.R.I.R.)
Risk mitigation (i.e., insurance coverage)
Guided the COMSYS team in the project life-cycle process to "GO LIVE" site implementations for 1,200 Waste Management sites nationwide, which included the following steps: Risk & needs assessment; Analysis; Design; Vendor Communication & Enrollment; Configuration [including a web-based application (InSite by Fieldglass) to be configured to accommodate the project's program design specifics per site, as well as the upload of all vendor related information]; and training, rollout and support [post-GO LIVE run & maintain]. Attained the following successes with the project team: For Legal Compliance, eliminated inconsistent payment of over-time for temporary employees (FLSA) and identified I-9 instances and worked with district offices to bring them into compliance. For Risk Mitigation, identified and eliminated liability related to Waste Management's employees transporting temporary labor to and from the work areas. For Rate Normalization, normalized rates in the 72 light industrial (LI) districts; reduced the mark-up for LI temporary labor in 30% of the 72 LI districts yielding an annualized projected savings of $315,000 (per the usage rate) and reduced the mark-up for Fleet Services by an average of 27%, yielding an annualized projected savings of $798,000. Utilized COMSYS' Integrated Project Management System (IPMS), a comprehensive integrated model-based method, which included the latest Best Practices information from the field, to help define and document the project scope, interrelated tasks and required deliverables needed to ensure project completion. Operating systems and network protocol used included: Windows XP Professional; MS Project 2002 Professional; Enterprise Project Management (EPM); Oracle; SQL; InSite; MS MapPoint 2002; MS Visio Professional 2002; MS Access; WebCast; MS NetMeeting; MS Outlook; MS Excel; and MS Office Suite.
Computer Sciences Corporation, Houston, TX 05/02 - 01/03
Sr. Project Manager/FUSION Project for Shell Oil Products - US & Motiva
Responsible for developing the detailed project plans; validating the data collection (software, hardware and business) requirements; and managing the task work for the Initiation Planning and Business Readiness Phases for the FUSION Project for Shell Oil Products - US (SOP US) and Motiva. The major objectives of this project were to bring Shell into compliance with the global Group Infrastructure (GI) operating environment and to provide significant cost savings to Shell. Responsible for managing (both on-time and on-budget) the task work and deliverables for the Initiation Planning and Business Readiness Phases of the FUSION Project, in line with the initial $9 million funding to complete the two phases. Prepared and presented executive reports/summaries to SOP US & Motiva senior management covering the status/progress of the Initiation and Business Readiness Phases for the project's migration/deployment to 11,500 plus assets (PCs) and end users. This included both local and remote assets and end users encompassing 8 US refineries; 12 major business units for Shell's Central Business District (CBD) in Houston, as well as other offsite locations; and Computer Sciences Corporation's (CSC’s) help desk support and data centers located in Houston; Newark, DE; Los Colinas, TX; and Ottawa, Canada, which supported the FUSION Project. Facilitated weekly Business Readiness team meetings with other counterpart FUSION teams (i.e., Project Management Office; Technical Architecture & Engineering; Migration/Deployment; Application Migration; Change Management; and Service Delivery & Operations) to collaborate with those teams concerning the Business Readiness (BR) team's progress, in line with the overall business plans and objectives of the FUSION project. Maintained a weekly "Action Items" log for follow-up on interrelated task work with other teams, to ensure consistent progress with project time lines and scheduled deliverables listed in the Business Readiness team's project plan. Provided the BR team's FUSION project updates to weekly joint Enterprise Project Status Review meetings between senior management from SOP US & Motiva and CSC. Additionally, provided weekly updates on the progress of the FUSION project to senior management in CSC's Project Management Office staff meetings. Maintained the site selection criteria and migration/deployment schedule in cooperation with the scheduled interface with the Group Infrastructure (GI) support network from Kuala Lumpur, Malaysia. Established new roles and business processes required for the migration/deployment of the FUSION initiative, which encompassed the underlying infrastructure, desktops/laptops, servers, application software distribution, logon authentication, remote and third party access and electronic mail requirements. Managed multi-task projects including the migration of mainframe/legacy systems to the client/server environment for SOP US & Motiva. Additionally, this included developing the project charter, additional services proposal and project plans to get the client’s approval for the installation of three new ESL9595 back-up tape libraries at two data centers (Houston, TX & Newark, DE) that supported the data needs for SOP US & Motiva. Responsible for the successful migration of production applications from the current facility environment to a new second data center. Managed data migration projects for installation of new servers at the Houston Data Center. This included the development and execution of project plans and the scheduling of operations readiness reviews with the installation and technical teams prior to the “GO LIVE” cutover to the new server environment. Utilized Computer Sciences Corporation’s (CSC’s) Catalyst Methodology (a comprehensive integrated model-based method), which included the latest Best Practices information from the field, to help define the project scope, interrelated tasks and required deliverables needed to ensure project completion. Operating systems and network protocol used included: Windows 2000 Professional; MS Project 2000 Professional; Enterprise Project Management (EPM); Lotus Notes/Domino; MS Visio Professional; MS Access; MS NetMeeting; MS Outlook; MS Excel; and MS Office Suite.
Pennzoil-Quaker State Corporation, Houston, TX 03/02 – 04/02
Sr. Project Manager/International Operations - Europe
Responsible for developing the European Transition project plan for the UK, Belgium, Spain and France. This included the involvement of the following groups affecting international operations: Sales, Distributor Relations, Product Marketing, Warehousing, Finance & Accounting, Product Supply/Customer Service, Legal, Tax, SAP Implementation, Human Resources and I.T. systems integration. Facilitated the development of the project plan by holding meetings with various department heads and staff to obtain input for organizing the plan and to understand the interdependencies between the various corporate groups involved in international operations. Utilized Best Practices methodology and procedures such as WBS (Work Breakdown Structure) to determine the project scope, interrelated tasks and required deliverables needed to ensure project completion. Operating systems and network protocol used included: MS Project 2000; Enterprise Project Management (EPM); MS NetMeeting; MS Outlook; MS Excel; and MS Office Suite.
Chevron Oronite Company, Chevron Texaco Corporation, Houston, TX 01/01 – 12/01
Sr. Project Manager/Global Manufacturing Systems
Responsible for selecting the 3rd party vendor software products for the new CMMS and raw materials management systems and to gain management’s overall funding approvals. Was assigned the responsibility for managing the global manufacturing systems applications for Chevron Oronite Company's additive manufacturing plants worldwide (Americas, Asia Pacific & EAME Regions), including shared knowledge, best practices and upgrades for the following applications: Maximo 4.x; Aspen MIMI; StarLIMS; NWA SPC QA; Thermonicolet/Omnic; Meridium; Honeywell Batch Analyst & Process Historians; Global Blend; and PC DOCS. Worked with the System Application Development group to facilitate the interfacing of manufacturing applications with JD Edwards World (ERP system) to meet the business requirements on a project-by-project basis. One such project included setting up data extraction/data integration procedures through JD Edwards (using NWA's Web Server 1.2 tool) to provide web access to Statistical Quality Control (SQC) charts and Quality Analyst (QA) reports via Chevron Oronite's Plumtree corporate portal for COC's global customers. Facilitated the implementation of Oronite's core strategies for global plants including supply chain management initiatives through expanding the use of electronic data interchange (EDI) and vendor managed inventory (VMI) processes. Focused on implementing knowledge management and knowledge sharing procedures and tools to enhance supply chain management initiatives consistent with ISO 9001:2000 principles. Responsible for full system development life cycle project management of a supply chain management system (SCMS) for two MIMI (Manager for Interactive Modeling Interfaces) project teams: one comprised of 9 member/vendor resources for the Americas Region (North and South America) and the other comprised of 10 member/vendor resources for the EAME (Europe, Africa & Middle East) region. The goals for this SCMS project included the completion/implementation/execution of MIMI's Planning, Component Scheduling, Blending & Shipping and Data Integration models for supply chain management of blended Oronite Lube Oil Additives (OLOA) products at the Oak Point, LA, and Gonfreville, France, manufacturing plants. Total budgeted monies involving the SCMS/MIMI project work and implementation during 2001 was approximately $3.75MM, with anticipated impact on savings to operations (post-implementation) of ~$750,000/year. Provided full system life cycle project management oversight for a Blend Program project team composed of 12 members/resources for Chevron Oronite’s Oak Point, LA, additive manufacturing facility. The goals for this project were to integrate the Blend Program with Honeywell's Production Tracker application; to streamline and automate the processes for OLOA products being blended; and to eliminate the frequency of blending errors that had previously contributed to significant cost overruns and off-spec products. Total budgeted monies for this project work and implementation during 2001 was approximately $1.65MM, with anticipated impact on savings to operations (post-implementation) of ~$330,000/year. Utilized Chevron's Project Development & Execution Process (CPDEP) methodology for full system life cycle project management in guiding project teams from Phase 1 (Identify & Assess opportunities) through to Phase 5 (Operate & Evaluate) and periodically reviewed milestones with the Guidance Review Team (GRT), i.e., Chevron Oronite Company's project leadership group. Facilitated the implementation of Supplier Managed Inventory (SMI) initiatives to improve connections with suppliers in order to reduce inventories and investigated integration with trading or market place exchanges, i.e., Envera, Elemica, etc. Interacted with the Decision Support group toward the evolution of the Data Warehouse to include global data initiatives and data integrity projects supporting resource procurement issues and worked toward implementing and improving analytical and reporting tools, i.e., Business Objects, Brio and Crystal Reports. Managed the expansion and usage of existing electronic document management tools, e.g., PC DOCS for manufacturing plant invoicing; EAME standard operating procedures; and IT system/program documentation and records retention policies to meet Quality Assurance and compliance requirements in accordance with ISO 9001:2000 standards. Managed the upgrading of Maximo 4.x and the integration of additional modules including bar coding, workflow, E-MRO, contract management, etc., and worked toward the implementation of Meridium for equipment reliability. Managed the upgrading of StarLIMS, including instrument linking, and implemented SPC Quality Analyst tools to improve statistical analysis of samples and reporting to Oronite's customers via a web portal. Facilitated the deployment/upgrading of the Process Information Management System (PIMS), including Honeywell Batch Analyst, Uniformance and Production Tracker for Chevron Oronite's facilities in Singapore and Oak Point, LA. Pursued continuous improvements to demand forecasting (demand management); global communication and knowledge sharing; and knowledge management throughout Chevron Oronite's global manufacturing plant locations. Initiated, negotiated and established software licensing agreements with outside application software vendors (i.e., LIMS-USA, Hummingbird, MRO Software, AspenTech, Honeywell, Meridium, Northwest Analytical, Thermonicolet, Omnic, etc.) to support Chevron Oronite Company's global manufacturing plant operations. Re-negotiated vendor contracts for the new year (2001) on a global rather than regional basis and saved Chevron Oronite ~ $45,000 in seat license renewals for manufacturing applications, including a discounted savings of approximately 45% off of list prices from one particular vendor. Operating systems and network protocol used included: Windows NT 4.1; SQL Server 7.0; VB 6.0; Oracle8; Plumtree Portal; JD Edwards World; Maximo 4.x; Citrix Server; Aspen MIMI; Honeywell/POMS; MS Project 98 & 2000; Enterprise Project Management (EPM); Lotus Notes/Domino; UNIX; MS NetMeeting; MS Outlook; MS Access; MS Excel; and MS Office Suite.
EDS Corporation, Houston, TX 01/99 – 12/00
Technical Delivery Services Manager/Project Manager, Houston, TX
Managed the End User Services (EUS) team of 15 system engineers involved in the ongoing migration and mainframe conversion of legacy systems (VSAM, MVS, SAS, CICS, COBOL, DB2, etc.) as well as the design/coding of mainframe FOCUS applications to the client/server environment for Continental Airlines, a major transportation SBU client. Developed annual salary plan for the End User Services team; reviewed progress toward performance objectives with each SE during bi-annual Performance Reviews; and recommended salary/bonus compensation based on attainment of performance objectives. Held ongoing meetings with client Technical Operations managers to set project priorities; reviewed progression on work requests by project; obtained validation of acceptance criteria from end users for completed project work; discussed post-production enhancement/support needs; advised team members on client feedback and metrics toward evaluating project success; and consulted with client toward establishing timing for planned resources for new project requirements. Developed project plans using MS Project Professional, Service Level Agreements (SLAs), and Rough Order of Magnitudes (ROMs); tracked the SE's progress toward completion of project work and enhancements; and developed report updates for the client on FTE resource utilization, as compared to the client's AFE budget approvals for project work. Provided ongoing support for re-training team members by enrolling them in internal EDS classes at EDS University covering client/server and web-based technologies, i.e., VB 6.0, SQL 7.0, Documentum, Visual InterDev, etc., thus increasing their skill set by job code and providing value-added benefit to the client. Responsible for Technical leadership for the team covering the renovation of mission-critical business applications including Disaster Recovery procedures; developed weekly work plans for tracking the progress for each application through all full System Development Life Cycle (SDLC) phases from Phase 1 (Definition/Design) through Phase 5 (Implementation/Execution) to final End User acceptance testing and validation; and obtained client application owner's signed approval that the business and functional requirements had been satisfied. Used Software Engineering Institute's Capability Maturity Model (SEI-CMM) Level 2 methodology for documenting all project work procedures from start-up and planning through execution and close-down. Authored SOW's (Statements Of Work) for client approvals to initiate project work and utilized WBS (Work Breakdown Structure) procedures and JAD (Joint Application Design) sessions with the project teams to capture all pertinent detailed project task work needed to obtain End User acceptance testing and validation. Responsible for improving organizational process maturity; promoting shared understanding of processes; and improving metrics maturity through enterprise scorecards and process metrics for the end user services team in accordance with SEI-CMM Level 2 methodology to meet corporate objectives. Maintained variance for team's actual versus planned budget for FTE project work to a factor of less than 5%; kept outside contractor usage to a minimum to meet corporate objectives; maintained resource utilization above 95% on a billable basis to minimize bench time; managed FTE's to the monthly approved FTE forecast; and ensured that billable hours were recorded in a timely and accurate manner for distribution to the client. Provided ongoing support for service excellence with clients; pursued corporate organizational initiatives/ objectives; delivered all initiatives on-time and on-budget; and promoted professionalism, good relationship management, diversity, team work, creativity, innovation and good judgment toward leadership goals. Achieved more than 4,000 hours of project management work experience on EDS projects while working toward certification from the Project Management Institute (PMI). Received certified training at EDS University's corporate training center in Plano, TX, in both Project Management "Start-Up & Planning" and "Execution & Close-Down" processes and received project management credits for this certified training. Managed a project team in the analysis, research and development of a WebHEDIS (Web-enabled Health Employee Data Information Set) project for digitizing medical records so they could be easier to transmit and share between doctors, hospitals and pharmacists. This project was implemented for a health services client/provider that allowed a secured web site access to a database of patient records, including immunology records, pregnancies, surgical operations, etc., which assisted the client's customers in follow-up services for patient health care and for meeting the regulatory requirements of HIPAA (Health Insurance Portability and Accountability Act). Responsible for the project management in managing a team of 12 systems engineers, programmers and contract staff involved in the full life cycle project roll-out, planning, execution and deployment of WebHEDIS, including the system integration (via EDI) and implementation of WebHEDIS with the client's customers' hospital/medical systems. Operating systems and network protocol used included: Mainframe; Windows 98; Windows 95; Oracle8; SQL Server; UNIX; MS Project 98 & 2000; Enterprise Project Management (EPM); MS NetMeeting; MS Outlook; MS Access; FOCUS; VSAM; SAS; CICS; MVS; Cobol; DB2; ASP; HTML; VB; MS Excel; and MS Office Suite.
RAYTHEON ENGINEERS & CONSTRUCTORS, INC., Houston, TX 07/98 – 12/98
Senior Automation Systems Specialist III, Houston Regional Office
Responsible for the analysis, design and development of automation and control systems to support total factory/plant automation with the goal of maintaining and improving operating efficiencies. Conducted studies of client’s SCADA (supervisory control/data acquisition) equipment to ascertain functional requirements for various levels of automation from manufacturing management systems to process control systems for Year 2000 compliance. Maintained overall responsibility and accountability for ensuring that clients, vendors, suppliers and business associates were following Raytheon’s “How To 2000” methodology to achieve Y2K goals and strategies toward Year 2000 compliance. Developed, reviewed, maintained and updated inventory assessment progress reports by client and plant location to determine the level of business risk and compliance status by vendor, product and model/serial number. “Scrubbed” database inventory records against master database repository to assess the level of triage and cost efficiencies using Commercial-Off-the-Shelf (COS) product; consolidation; replacement; or retirement procedures. Authored Executive Summaries; Enterprise Schematics; Compliance/Business Risk Assessment Reports; Vendor Compliance Research Reports; and Remediation Reports for the client throughout the inventory/assessment/remediation cycle. Maintained procedures for ensuring and protecting data integrity throughout the transitional processes involving Y2K and assisted management in the planning and testing of equipment to ensure compliance functionality toward Y2K audits. Operating systems and network protocol used included: Windows 95; Oracle4.0 for Windows; SQL; MS Access; Access Inventory Management; MS Excel; MS Project 98; MS NetMeeting; VISIO Technical; Lotus Notes & CC Mail; and MS Office Suite.
DELOITTE & TOUCHE CONSULTING GROUP/DRT SYSTEMS, Houston, TX 01/98 – 06/98
Consultant, Houston Regional Office
Business Analyst/Consultant assigned to a special project team at Compaq Computer Corporation. Primary responsibilities included obtaining and analyzing the quality assurance procedures; agent model commission requirements; reporting processes; security access levels; and field computer equipment needs (including software configuration) for the integration/interfacing of support systems, including electronic data interchange (EDI), for an electronic commerce B2B project. The focus of this special project was to provide significant improvement toward the order fulfillment requirements for Compaq’s small- to medium-size business customers. Business Analyst/Consultant assigned to a Warranty Audit Reporting project at Compaq Computer Corporation. Primary responsibilities included the gathering of requirements for warranty verifications for Compaq’s manufactured equipment and identifying data conversion paths to cross-reference warranties with equipment serial numbers of record. The goal of this special project was to help eliminate fraudulent claims impacting Compaq's overall profitability. Operating systems and network protocol used included: Windows 98; MS Project 98; SQL Server; MS NetMeeting; Lotus Notes & CC Mail; MS Access; MS Outlook & MS Exchange.
LYONDELL-CITGO REFINING COMPANY LTD., Houston, TX 03/94 – 12/97
Project Manager - Compliance, Refined Products, Houston Refinery Operations
Responsible for selecting the 3rd party vendor product, WKCOMPLY, and to obtain the funding approvals from senior management. Was responsible for tracking the manufacturing/production, order scheduling, storage and distribution of refined petroleum products, primarily gasoline, for a 265,000 BPD refinery. Using a Hydrocarbon Accounting System (HAS) for measurement and allocation of fuels, was responsible for the collection, accuracy and documentation of all data for the WKCOMPLY (Oracle/MS Access-based) system; for the preparation of all quarterly and annual reports from the refinery to the EPA; for the development/testing/training of all materials for updating the program; and for upgrading the information database with the latest releases of software which complied with regulatory changes pursuant to the CFR’s of the Clean Air Act. Used the HAS to identify out-of-compliance gasoline batches that had to be patched before they left the refinery to meet EPA statutory compliance, thus resulting in savings of approximately $3.7MM to the refinery from potential fines due to Notices of Violations (NOV’s). Developed a system using MS Excel for tracking and analyzing the levels of reprocessed non-crude and slop distillates for recovery, storage and refining into salable, on-specification, finished products. This resulted in savings of approximately $2.3MM for the refinery. Responsible for maintaining the internal reporting requirements (Crystal Reports) using the Plant Operation Information System (POIS) for data retention and reconciliation for quarterly and annual audit attestations with contracted EPA auditors, to ensure accuracy of all compliance standards and consistency with ISO 9000 principles. Operating systems and network protocol used included: Windows NT; SQL Server; Windows 95; Windows 3.1; UNIX; Crystal Reports; POIS; MS Access; MS Excel; WKCOMPLY; HP3000; & MS Office Suite.
QUAKER STATE CORPORATION, Oil City, PA 09/85 – 03/94
Assistant Manager, Automotive Consumer Products Dept.
Responsible for the daily decision-making affecting P&L and product management for five product lines, including automotive chemicals (fluids-brake, power steering, fuel injector cleaner, additives, etc.), antifreeze/coolant, refrigerants, batteries and filters. Supervised two account managers within the department whose primary responsibility was to develop and coordinate special marketing programs for the national account sales organization.
CONOCO, INC., Houston, TX 04/77 – 09/85
Senior Analyst, Product Pricing
Responsible for the preparation of price lists (both jobber and retail) for Conoco branded automotive and industrial lube oils, grease and antifreeze. Analyzed product economics and authored proposals to management recommending sales/promotional strategies for marketing such products.
Senior Analyst, Crude Oil Supply & Trading
Analyzed economics of energy trading for barrels of sweet and sour crude oils and developed trades/exchanges of crude oils with other producers to enhance profitability and netbacks for Conoco's refineries. Authored industry response papers from Conoco’s perspective on crude oil buy/sell regulations; crude oil entitlements; stand-by mandatory crude oil allocation program; small refiner bias legislation; etc. for presentation to Department of Energy (DOE) committees in Washington, DC.
Technical experience and proficiencies in the following operating systems, software applications and network protocol: Windows XP Professional, Windows 2000, Windows NT 4.1, Windows 98, Windows 95, Windows 3.1, UNIX, HP3000, MS Project Server 2007, MS Project Web Access (PWA) 2007, SQL Server 7.0, VB 6.0, Siebel Systems, WLAN 802.11, WIDE, Linux, Red Hat, Oracle 11i & 8, Oracle4.0 for Windows, JD Edwards, Plumtree Portal, EDI, Niku, Mercury Project & Portfolio Management, Mercury IT Governance, EMPAC, RoboHelp, InSite, Maximo 4.x, CITRIX Server, Aspen MIMI, StarLIMS, NWA SPC QA, PC DOCS, Meridium, Thermonicolet/Omnic, Honeywell Batch Analyst, Honeywell Process Historians, PIMS, Global Blend, FOCUS, VSAM, MVS, SAS, CICS, COBOL, DB2, Teradata, Documentum, Visual InterDev, SCADA, Adobe Acrobat 7.0 Professional, VISIO Professional, VISIO Technical, MS MapPoint 2002, Business Objects, Lotus Notes/Domino, Lotus Notes Sametime, Access Inventory Management, WKCOMPLY, MS SharePoint, Enterprise Project Management (EPM), MS Project 2007, MS Project 2003 Professional, MS Project 2002 Professional, MSP 2000 & 98, MS NetMeeting, Cisco VoIP; IVR, CTI, MS WebCast, MS Outlook, MS Access, MS Excel, and MS Office Suite.
United States Army
Master of Arts Southern Illinois University, Edwardsville, IL
BS, Liberal Arts University of Evansville, Evansville, IN
LEVEL L SECURITY CLEARANCE:
Obtained a Level L Security Clearance required by the United States Department of Energy (DOE) and Nuclear Regulatory Commission (NRC) for access and assigned work in the Technical Services Building (TSB) at URENCO USA (LES).