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Click here or scroll down to respond to this candidateCandidate's Name , PMP, AIMEMAIL AVAILABLEStreet Address
PHONE NUMBER AVAILABLESUMMARYSenior Project Manager with over three decades of demonstrated success in multiple industries. Strong advocate of the Project Governance. Provides leadership within an organization to positively effect the planning, execution and implementation of technology and business initiatives. Supplies the necessary direction and mentoring that will allow for project success and professional growth for each team member. Establish, fosters, and maintains project management and information technology disciplines and methodologies. Forge effective partnerships across entire organizations to meet company's goals and objectives. In doing so, upholds the project management (PMP-PMI) code of ethics and professional responsibility.TECHNICAL SKILLSJIRA, Project Server, MS Project, MS Office Suite, Visio, SharePoint, WebEX, OCCAM, JIRA, Mercury ITG, Clarity, OPM3, ISD, SAP Enterprise Solution Manager Certification - (ASAP Methodology), Primavera, Planview, Organizational Change, Six Sigma, Agile, Zenger-Miller Certified Professional Trainer, Sun Microsystems - Sun Role Manager (SRP), Oracle - Oracle Identity Analytics (OIA), IBM Tivoli, Fidelity Information Services Systematics, SAP - HR, Payroll and accounting, and ADP- Payroll.STRENGHTSProject Management technical skillsTeam building with the ability to adapt quickly to new efforts and organizationsResurrecting problem projectsGetting things doneEXPERIENCELynn Electronics (Division of NSI) North Wales PA /Remote 01/2024 - March 2024Senior Project Manager- Program AdministratorSenior Project Manager of three (3) major company initiatives:New MSP - Manage Companywide transition to a new Managed Service ProviderENET Acquisition - New company acquisition and migration to all parent company servicesNew CRM - Manage Companywide transition to a new Customer Relationship Management ProviderBank of America/Merrill Lynch Pennington, NJ / Remote 12/2022 - 10/2023Senior Project Manager/ Agile Scrum Master - Portfolio Project ManagementIn addition to retaining past BOA responsibilities I am also responsible for Project Intake and Costing. I work with the senior managers and program owners to ensure complete submission of project requests, clearly understand these requests and conducting meeting with key areas to ensure that the team has a clear and complete understanding of the request and expectations. Thereafter I work with the teams based on their funding to manage the financials.Overall and complete accountability for project governance for corporate level projects within the portfolio. Specific project responsibilities for managing the rebuild of the Broker Trading system and Broker Portal. Manage the project schedule Risk, Issues and Action log and weekly status to executive management.Interaction with technology and business groups at all levels within the company, as well as management of specific vendors in support of each effort. Very JIRA / Agile heavy with a high level of project governance and reporting, including resource and financial management. Project budgets ranged from 1MM to 10MM.Educational Testing Service (ETS) Princeton, NJ 06/2021 - 12/2022Project Manager/ Technical Project Lead/ Agile Scrum Master Information TechnologyOverall and complete accountability for project governance for corporate level projects within the portfolio. Interacted with technology and business groups at all levels within the company, as well as management of specific vendors in support of each effort. Very JIRA / Agile heavy with a high level of project governance and reporting, including resource and financial management. Project budgets ranged from 1MM to 7MM.Current project is the migration off the mainframe for 16 applications to AWS Cloud. This involves multi team coordination of IT and the business Program. This is a 2 year effort to save over 5MM dollars. Responsible for JIRA, Confluence and management of the scrum sessions. Also responsible for maintaining the Risk Register, project dashboards and monthly presentations on project progress to executives and project sponsor.Bank of America/Merrill Lynch Pennington, NJ 09/2020 - 06/2021Senior Project Manager/ Agile Scrum Master - Portfolio Project ManagementOverall and complete accountability for project governance for corporate level projects within the portfolio. Specific project responsibilities for managing the rebuild of the Broker Trading system and Broker Portal. Manage the project schedule Risk, Issues and Action log and weekly status to executive management.Interaction with technology and business groups at all levels within the company, as well as management of specific vendors in support of each effort. Very JIRA / Agile heavy with a high level of project governance and reporting, including resource and financial management. Project budgets ranged from 1MM to 10MM.CENLAR FSB Yardley, PA 04/2020 - 08/2020Senior Project ManagerOverall and complete accountability for three (3) critical projects. These included a new Asset Management system, and two (2) regulatory efforts for New York State. Responsible for project scheduling and reporting to senior management as to progress risks and issues.Interaction with technology and business groups at all levels within the company, as well as management of specific vendors in support of each effort. Maintained a high level of project governance and reporting, including resource and financial management. Project budgets ranged from 1MM to 5MM.City of Philadelphia Philadelphia, PA 07/2018 - 03/2020Program Director (PMO) - eCLIPSE Project (Online and Remote Licensing and Inspections System)Responsible for the implementation of the Citys new Licensing and Inspections system that replaced the nearly 20-year-old Legacy software, with a robust and state of the art permitting, licensing, and mobile inspection system. The system provided a streamlined, integrated solution; with 24/7 public accessibility for meeting the time-sensitive needs of developers and businesses, internet-oriented citizens, and service-minded City staff. This position required strong and constant interaction with the Citys selected vendor regarding scheduling, budgetary and resource allocation. Responsible for directly reporting to the company PMO and senior IT and business leadership on all issues leading up to implementation including but not limited to, training and testing (UAT), hardware selection and procurement, and interaction with all other internal City projects and other agencies within the City. Project budget 8MM.Change Management. Involved in the reorganization of the Licenses and Inspection division of the city of Philadelphia (post project Go Live) to reflect new management of the program. This involved new processes, new hires and new structural reorganization complete with roles and responsibilitiesAccomplishmentsSuccessfully delivered (implemented and online) Phase 1 and 2 of this four (4) phase projectSuccessfully implemented Phases 3 and 4 and concluded the entire technical implementation of the eCLIPSE programEducational Testing Services (ETS) Princeton, NJ 02/2012 - 02/2018Senior Project Manager - English Language Proficiency Assessments for California (ELPAC)Supported the Project Owner and Senior Executives under the VP and COO of K12 division and Student and Teacher Assessments (STA). Responsible for managing multiple work streams and all technology areas within the new ELPAC Program including all project schedules, testing and interaction with all functional areas including the development of an operational plan and coordination with the State of California Department of Education (CDE), to ensure all requirements were met and implemented. This program was a new state contract of over $30 MM.AccomplishmentsSuccessfully delivered the Pre-Administration portion of the program - October 2017Successfully delivered the Post Administration and Operational launch - March 2018Prepared for fiscal year-end test administration reporting and overall project completion September 2018Senior IT Project Manager for National Observational Teachers Exam (NOTE)Supported the Project Owner and Senior Executives and worked out of the CPMO and Office of Quality. Responsible for managing all technology aspects of the new NOTE Program, including all project plans and schedules, testing and interaction with all functional areas and vendors to ensure all requirements were met and implemented. This program was a new state of the art teachers examination test consisting of observational components, lesson plans and classroom management. This test was a newer version of the current Praxis exam (teachers exam) and was adopted in various states. This effort involved over 20 applications and vendor management responsibilities. Potential financial impact of multimillion-dollar agreements with various states.AccomplishmentsSuccessfully delivered the exam in pilot mode in March 2017Successfully delivered Operational launch September 2017Senior Project Manager for Behavioral Assessment ProgramsSupported the Project Owner and Senior Executives and worked out of the CPMO and Office of Quality. Responsible for managing all Technology, Operations and Support aspects of the Behavioral Assessment Program. This program required the team to build and implement a new registration and delivery system, as well as the development of necessary infrastructure (database and scoring engine) to support new products and programs that began in 2013 and continue today. This effort required the management of over 20 work streams to ensure the proper planning and execution of the program in conjunction with ETS Resellers and direct customers. Required close interaction with the development of all functional and non-functional requirements, test plans, test execution and QC is required. Strong adherence to the Corporate Project Management Office (CPMO) methodology and standards is a critical requirement of the program.AccomplishmentsDelivered the performance engine for all Behavioral Assessment Programs. Capability was delivered in October 2013Delivered the first non-cognitive assessment, Job Fit for Behavioral Assessment in December 2014Delivered the first cognitive assessment PDQ (Prose, Document and Quantitative) in July 2015Delivered major enhancements to the performance engine to house all test taker statements with the ability to interact with all programs in December 2015Senior Project Manager for College Level Examination Program (CLEP) Re Platform ProjectSupported the Project Owner and Senior Executives and worked out of the CPMO and Office of Quality. Responsible for managing all technology, Operations and Support aspects of the project, which entailed moving from a mainframe-based delivery system, to an internet delivery platform for a series of 33 international tests. This project required 12 supporting systems to be upgraded and overall management of 25 work streams to ensure the proper planning and execution of the program in conjunction with the customer (College Board). Required close interaction with the development of all functional and non-functional requirements, test plans, testing execution and QC as well as the Production and Delivery division, which was responsible for the set up and support of over 1,700 test sites. Project successfully completed January 2013.TD Bank Mt. Laurel, NJ 03/2010 - 01/2012Senior Project Manager for US Diamond ProjectSenior US project manager responsible for the successful implementation and continuous on boarding of applications onto the Enterprise Diamond program (Data Access and Security) in the US and Canada. Managed both business and technology team members, including subject matter experts, solution and infrastructure architects, application developers, data security specialists, and third-party vendor partners. Close interaction with TD Internal Audit and Regulatory as well as externally with the Office of the Comptroller of Currency. Strong adherence to a rigorous SDLC methodology as well as the use of MS Project and TD planning tools, are a critical requirement of this position. Maintained an excellent working relationship with colleagues in Canada and across the entire TD Bank footprint. Co-managed a $31 million-dollar budget and a staff of over 35 people in the US and Canada.Accomplishments:Successful implementation of the DIAMOND program in June 2011 and the on boarding of all major application in December 2011Implementation of an on boarding and service delivery model for both Canada and the USFidelity Information Services, Saratoga Springs, NY 09/2009 - 03/2010Senior Technology Project ManagerTD Bank, Mt. Laurel, NJ 05/2008 - 09/2009Senior Project ManagerACE ESIS, Philadelphia, PA 04/2007 - 03/2008Assistant Vice President, Business Support Services & Project ManagementPopular Financial Holdings, Inc., Marlton, NJ 08/2005 - 03/2007Assistant Vice President, Program Management OfficeARC International North America, Secaucus/Millville, NJ 07/2002 - 08/2005Lead Project ManagerIntracorp (Division of Cigna Healthcare), Philadelphia, PA 1999 - 2002IT Project ManagerBHC Securities, Philadelphia, PA 1998 - 1999Client Services Project ManagerGeneral Accident Insurance, Philadelphia, PA 1983 - 1998Project Manager - PMOEDUCATIONBA, Political Science, LaSalle UniversityCertified Project Management Professional Since 2003 (PMP), Project Management InstituteCertificate in Advanced Project Management, Project Management Leadership Group (PMLG)Certificate in Strategic Project Management -(Professional Development Program),Villanova UniversityProgram Completion - Associate in Automation Management (AAM), Insurance Institute of AmericaCertificate of Completion in Information Technology, Temple UniversityPM Success Path for Projects1. Question every requirement. Always identify specifically who ( a person) wrote the requirement. Further question it no matter how smart that person is perceived to be. These are the most dangerous since most people tend not to questions those deemed smart. In the process make requirements less dumb. They must have some meaning.2. Delete, delete, delete. Many requirements are NOT necessary. After deletion if you do not wind up adding 10% back then you did NOT delete enough!3. Simplify and optimize. Do this after 1 and 2.4. Accelerate cycle time. Do this after all 3 above have been completed. You dont want your accelerate a process thats not needed; thats a waste of time. Weigh the risks and move forward quickly.5. Automate. This comes last. Wait until all requirements have been questioned, processes deleted, and bugs shaken out.You do not need to automate everything. In fact you probably will find more efficient manual methods for certain processes.But it takes an actual leap of faith by management, legitimate out of box thinking, and a non Risk adverse mentality! |
