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Click here or scroll down to respond to this candidateCandidate's Name , DTM, FLMI, SAFE (SP6, POPM, ASAM) PMPEMAIL AVAILABLEColumbus, GA PHONE NUMBER AVAILABLEPortfolio/Program Management / Project Management / SDLC / PMLC / Process Improvement / Global / Application Systems Implementation / Infrastructure Implementation / Integration / IT Solutions / Product Management / Development Management / Project Management Training / Methodology Development and Training / Change Agent / Process Design I provide IT business solutions and support for Financial and Fortune 500 organizations. I excel in process design, implementation (infrastructure, software, and projects with both), planning, deployment, testing, product and program management for information solutions. By streamlining business processes, I increased productivity. I have 30+ years in Information Technology, over 20+ years in Information Technology-based Project Management, 9+years with program/ portfolio management, 18+ years working within matrix teams and 5+ years in product management. A member of multiple international Project Management organizations, I earned my Project Management Professional Certification in 2001. Experienced in multiple PMLC and PM Methodologies including traditional, iterative and agile. My detail-oriented leadership in progressively responsible roles in program/project management, sales support, and organizational direction boosted the bottom line. I executed industry best practices and established Standard System Development Life Cycle (SDLC), Corporate and Divisional Project Management Frameworks, and Project Management training. By adhering to high quality standards, I exceeded expectations. Managed complex program environments with strong interpersonal skills. Identified risks and developed mitigation strategies for assigned project and programs. Focus included process implementation, planning, mission execution and closure while stream-lining and digitizing processes where feasible. Optimized solutions to create win-win situations. I am a problem-solver and leader. As a troubleshooter, I implement win-win solutions to complex problems. I am dedicated to organizational success, achieving high levels of customer satisfaction. My BS in IT Technology Management was earned from Kaplan University.SELECTED ACCOMPLISHMENTSStream-lined Divisional Project Request Process increasing usage of standard Project intake funnel by 75%. Created and communicated a stream-line workflow for project request submission increasing clarity of divisions project request, ensuring solid scope statement and working with other divisional intake processes improving overall success of Information Security Project Portfolio identification, timeline and ownership and thereby improving resource allocations. Portfolio, Program & Project Management increasing Project visibility and increasing annual number of completions by 12%. For large financial services companys Information Security teams established Portfolio dashboard to provide management with visibility into programs/project status & progress. Established method of determining resource utilization for departments that did not track project time. Previous method of reporting was anecdotal and/or email quick status reports. Dashboard provides key target and actual dates with quick visual status. Portfolio included an average of 3 programs and an average overall project count of 70. Establish program monitoring for five programs providing managements with visibility into the work effort required to complete initiative efforts. Call Center Consolidation for Financial Institution that would eliminate approximately 15 FTEs and increasing call response times from 5% to 7% and 1st call resolution by 35% for each bank moved to the new call center. Managed program of 30+ projects for the overall consolidation of 20+ individual banking call centers into a single consolidated call center with two locations. A fortune 500 Financial Institution Corporate firm determined to consolidate all the small-to-medium customer call and service centers into a single Call Center with two locations. Built program, planned project progress and program timeline for program that established Business Continuity/Disaster Recovery Plan for Call Center as well as standardized call center policies and procedures for Telephony projects, resource assignment, workspace design, and multiple software implementations. Managed pilot of consolidating 4 small call centers to the new Consolidated Call Center representing elimination of approximately 15 FTEs and increasing call response times from 5% to 7% and 1st call resolution by 35% for each of the four banks moved to the new call center. Updated program plans and transitioned program to the team that would implement the remaining banks. Eliminated $2.7M in licensing renewal fees. Fortune 500 Company was using five separate Software AG products to maintain database and code base. Worked with Israeli firm, converting 12 million US lines of fourth generation language code in 14 months. Moving all underlying infrastructure to new products. Removed discrepancies between code bases, avoiding future licensing fees.Improved call center automation processes by 27%. Aflac had to buy existing company since NY State doesnt allow new insurance companies to move into market. This created data and code repetition/redundancy, and the need to hire specialists. Completed cost benefit analysis, implementing policy administration application. Boosted call center productivity 27%.Created online self-service function for automatic application processing eliminating human data entry for 98% of applications. Cost of issuing policies was increasing, and cutting into profit margins. Launched initial field rollout of SmartApp across 50 states and Samoa, reducing costs. Acquiring new business, increasing automated application processes by 98%. Implementing underlying infrastructure and application. Increased overall value of IT Help Desk Call Tracking eliminating $3M spend. With minor update, new group roles and additional tables was able to add Call Tracking for Customer Service Desk and Inventory Tracking for deployment of PC, Laptops, Projectors, etc. for Network Services as functions. This tripled in-house usage of current Help Desk application as intermediate solution eliminating a scheduled $3M spend for a short-term replacement while in process of selecting a long-term solution for consolidated call center. Established software configuration standards. Division was at CMM level I and management decided to standardize processes. Served on Software Engineering Committee, taught PMI methodology, mentoring new Project Managers. Assisted teaching SDLC standards for infrastructure projects. Certified entire division at CMM Level III within one year. Reduced overall call center training time by three days improving quality on point-of-call transactions by 97%. Insufficient methods after completion of training had a point-of-call error rate of 40%, creating rework of initial projects. Created changes in curriculum, improving 15 separate metrics ranging from 37% to 100%. Improved quality on point-of- call transactions 97%. Implementing new utility processes that allowed closer mimic of production environment. CAREER HISTORYGLOBAL PAYMENTS + TSYS,$25B INTERNATIONAL FINANCIAL SERVICE LEADERProject Manager, July 2014 to Present. Starting as Contract-to-Perm, became full time employee October 2014. Managing projects for Information Security and Governance under Risk & Compliance. Program/Project Management expertise, recommending improvements in project processes, project planning, scheduling, project resource management, Program sequencing of projects, and recommending/capturing and monitoring of project metrics for the Information Security Technical Projects. Managed projects that crossed multiple business units working while working with peer Project Manager and Team Managers to complete overall Strategic and Client Requested Initiatives. Executing multi-year programs to complete overall strategic roadmap for the Information Security Division. Managing a portfolio that averaged 70+ efforts that include from multi-project programs, complex integration, complex tool suite upgrades and straight-forward simple projects. Organizational changes moved team to Global Information Technology Group and then to Global Project Management Division.GLOBAL SOLUTIONS OF USA, CONTRACT WITH IBM AT SUNTRUST BANKS, INC,$69B REGIONAL FINANCIAL INSTITUTIONProject Manager, March 2013 to May 2014. Contract assignment with IBM at SunTrust. Managing Projects related to IBM Master Data Management (MDM) Customer Information System (CIS). Providing Project Management expertise, project planning, scheduling, and resource plans for projects that required integration or integration maintenance with IBM MDM CIS application working within Enterprise Information Services, Corporate Applications Unit, Enterprise Client work stream. CIS is store of record for consumer, small business, and private wealth client and account profiles of SunTrust, maintaining more than a terabyte of data with over 80 integrated applications. Managed projects that crossed work stream (Line of Business) lines associated with application integration with CIS. Project Management tool Primavera. SYNOVUS, A $34B REGIONAL FINANCIAL INSTITUTIONSenior Project Manager, June 2012 to January 2013. Managing Programs and Large Scale Projects. Providing Project Management Expertise, Program/Project planning, scheduling, and resource plans for the creation of a centralized call center business unit including operational initiatives/projects and technology initiatives/projects (infrastructure and application build/deployment). The scope of effort included implementation of intermediate solution; then selection of and planning for the implementation of, oversight of implementation for hiring/staffing plans; policies and procedures; operational agreements; business continuity (operational & technical); technology tools (telephony, infrastructure, and applications) for Call Center CRM. Managed program budgets up to $6M. Project Management tool Planview. FUNDTECH/BANKSERV, A $1.2B INTERNATIONAL PAYMENT SERVICE BUREAU Senior Project Manager, May 2009 to May 2012. BankServ was purchased by GCTR in 2011 and merged with Fundtech November 2011. Responsibilities included leading Implementations for large Multinational Corporations into the Service Bureau as part of their efforts in streamlining payment, treasury and securities functions. This included integration at infrastructure level to implement software-as-a-service deployment between BankServ/Fundtech, Client, multiple banks and Treasury Application. In addition to serving as program and project manager for these corporations, I provided education in SWIFT (Society for Worldwide Interbank Financial Telecommunications) and assisted in identifying best practices for implementation. Other duties included working with Marketing on Request for Responses (RFPs). I also worked with Sales and Legal in negotiation and pricing for contracts and statement-of-works. I developed and trained the full implementation team in Project Management Methodology that streamlined and standardized project processes within BankServ.AFLAC, A $39B supplemental insurance providerSenior Project Manager, September 2000 to March 2009. Promoted to lead large scale projects / programs. Oversaw scope, product design, development, budgets and staffing requirements. Led new hire training environment, increasing quality and performance 37%. Executed multi-year programs. Managed program budgets up to $2M and six staff. Project Management tool Primavera.Methodologist, December 1999 to September 2000. Promoted to establish standard System Development Life Cycle(SDLC) with the Project Management Office (PMO). Streamlined and standardized methodology for AFLACs governance process. Trained and mentored Business Unit Managers, Analysts, IT Department Managers and Developers. Project Management tool Primavera.Field Force Automation Manager, March 1996 to December 1999. Led development teams project assignments, including resource management, procurement, planning, requirements, development, deployment, warranty and support. Assisted with training in 50 States and Samoa. Project received ComputerWorlds Smithsonian Award for Business Innovation. Managed $1M budget and eight staff. Project Management tool Symantec Timeline. COLUMBUS STATE UNIVERSITYContract Instructor for Project Management. June 2006 to November 2009. Provided educational services for the CSU Project Management Certification program on contract basis. Through CSU program also provided educational sessions for TSYS project managers working toward achieving their PMP PROJECT MANAGEMENT TRAINERProvided multiple organizations with Project Management training: Taught various sections PMBOK for PMP Preparation courses for local PMI Chapter; Developed and taught PM 101 sessions for various organizations where I was employed including Aflac and BankServ. Taught Project Management concepts within various SDLC methodologies. EDUCATION / TRAINING / PERSONALBS, IT Technology Management, KAPLAN UNIVERSITYAS, Data Processing, COLUMBUS STATE UNIVERSITYAS, Accounting, PHILLIPS COLLEGECertified, PMP, PROJECT MANAGEMENT INSTITUTECertified, FLMI, FELLOW LIFE MANAGEMENT INSTITUTEMember, Project/Program Management InstituteMember, International Project Management Association Member, American Society for the Advancement of Project Management State Treasurer, Division Governor, State Conference Chair, Distinguish Toastmaster, Toastmasters International Multiple certifications/classes in various SDLC Methodologies, Requirements Gathering & Problem-Solving LinkedIn LINKEDIN LINK AVAILABLEFacebook www.facebook.com/Candidate's Name
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