Project And Program Management

Financial Management

Able to provide responsible management of large multi-million dollar projects and programs of projects. By careful and prudent financial management of a large program of projects, $34 million of combined capex and opex was used to successfully deliver a large program of projects in one calendar year. Delivery of projects either on budget or under budget. Where unused budget becomes available, working with the sponsor to identify opportunities and provide additional value.

Scope Management

Managing scope changes to provide maximum value to the stakeholders and provide control to the sponsor via change requests. Using a clear project charter to define the initial scope and then a consistent use of change requests to ensure there is clear documentation and approval for additional changes has been crucial to managing all projects.

Risk Management

Provide insight into key project risks to keep projects on track, on time and on budget. Risk identification has been key to virtually all projects but has been critical to those projects with aggressive timelines and little tolerance for error. Risk response (mitigate, accept, transfer, avoid) is essential and is used in every project.

Mentor Relationship

Providing ongoing guidance to project managers and coordinators. By using strong mentoring skills, the company was able to execute between 30 and 35 projects throughout the year with a project manager group of 12-15 project managers and 2-5 project coordinators, which saved the company money and provided learning opportunities.

Project And Program Management Experience

Program Management

Infrastructure Program Manager

Manager of 29 to 35 projects and over 20 project managers and coordinators. Overall budget total in excess of $34M, capital and expense combined.

Projects: Software Asset Management, Printer Refresh, EOL Servers, VDI, Citrix, Oracle Consolidation, SQL Consolidation, Wintel Refresh, UNIX Refresh, Monitoring Projects (Ionixs Upgrade, SCOM Enterprise deployment, Tivoli SCCM Implementation), RSA Upgrade and Soft Token, Disaster Recovery, Cisco DMS, Web Systems Stabilization, Enterprise Connect, ESX Upgrade, BES Upgrade, Exchange Upgrade, Email Filter Replacement, AD Consolidation, McAfee Upgrade, Storage, Data Domain, ARX/Isilon, Websense Upgrade, Primavera Environment Assessment, Public Key Infrastructure Upgrade, etc.

Infrastructure Program Manager

Manager of up to 29 projects, responsible for up to 18 project managers and coordinators. Overall budget total in excess of $21M, capital and expense combined.

Areas of responsibility included storage, servers (UNIX, Wintel, mainframe), databases, security, Software Asset Management, Monitoring, backups, Citrix, EAI, email. 2013 projects included an Exchange 2013 upgrade, VDI on Vblock build, ARX & Isilon updates, RSA upgrade, legacy server/Oracle/Active Directory/Citrix/SQL Database remediation projects

Delivery Manager - IT Collaboration Program

Manager of up to 12 project managers and business analysts. Overall budget total less than $12M.

Managed projects and project managers in areas such as security (dual DMZ), collaboration, network, portals, ITIL software implementation (CMDB), disaster recovery, business intelligence, infrastructure and desktops (Windows 7 Upgrade).

Delivery Manager - IT Capability Program

Manager of up to 8 project managers and business analysts. Overall budget total less than $10M.

Managed the IT Capability Program for projects that ranged from $150K to $6.1M and included security (ArcSight), portal implementation (MOSS), Service Manager upgrade, IRM pilot, Cost Cutting and MOSS portal performance remediation.

Project Management

Disaster Recovery Project

Large project executed over three years to provide disaster recovery solutions to a large number of applications, perform Business Impact Analysis to determine critical applications, perform annual DR testing and create the DR documentation for the corporation.

Exchange Move and Remediation

Re-architecture of Exchange and move to a different data center. Included DR for mailboxes and options for full DR solution and clean-up of Exchange environment.

Active Directory Remediation

Clean-up of Active Directory. Replacement of numerous old domain controllers. Right-sizing of the AD environment

Microsoft True Up

Collection of key data, analysis of the data and removal of costs ~.5M

Strategic Insourcing

Work necessary to insource numerous product areas: Exchange, Active Directory, Citrix, printing, BES, Lync, desktop.


Upgrade of integration hub - completed ahead of schedule and under-budget. Build out of A2A and B2B environments. Creation of an ftp service which saved the company a significant amount of money annually.

SAP Project Management

SAP Livelink Integration

Pilot of Extended ECM, integration software for SAP and Livelink. Completed on budget, enhancing the sponsor's decision making tools.

SRM - online ordering

The SRM project was completed in less than one year. The company, a large multi-national had just upgraded SAP and BI, so all additional necessary SAP modules were required. This entailed the corporate implementation of SAP Netweaver .04s including EP (Enterprise Portal), PI (Process Integration), CCM (Catalog Content Manager) and SRM (Supplier Relationship Management) software.

BW Upgrade

Managed the SAP BW Upgrade from BW 3.5 to BI 7.0, an infrastructure upgrade encompassing the Operating System (32 bit to x64 bit), Database (SQL2005) and BW software (BW 3.5 to BI 7.0) delivered on-budget.

SAP Support Pack

Managed the SAP Support Pack implementation requiring all SAP internal and outsource teams to coordinate their work.

SRM - contracts

Managed the SAP SRM contract project for the initialization/start-up portion of the project. This project was started at the completion of the SRM online ordering project.