Responsible for performing due diligence on the infrastructure landscape and addressing challenges for the Lifecycle Management Services area responsible for managing hardware and support/maintenance on hardware assets and business application support. Upon gathering all information for “current state” facilitated consensus between several teams with the objective to decommission 3,000 (physical and virtual server) servers and build one multi-tenant servers, several standalone (both physical and virtual). Sessions were held with all 176 application owners to obtain an agreed upon application migration roadmap. Detailed responsibilities:

1. Performed due diligence using the CMDB to determine accuracy, gaps of information not captured, assessing accuracy of equipment lifecycle noted.
2. A completed and improved “intake” process for decommissioning servers using Service Now. Provided daily on-line training using Skype.
3. Partnered with each system administrator to conduct one-on-ones with each Application Owner to determine their application migration path and plans; cutover schedule developed working closely with the Deployment Manager
4. Determined single/primary ownership of the CMDB; lack ownership caused inaccurate or a lack of data and a lack of knowledge in associating all environments to a single application
5. Reviewed criteria being used to determine how the critical applications were identified in the CMDB; provided additional metrics to be assigned so that all servers used for more complex systems were aligned together
6. Updated Business Continuity Plan
7. Developed Application Migration strategy and deployment schedule working closely with the clients and Deployment Manager
8. Reviewed options on multi-tenant and/hybrid approach to replace servers reaching EOL
9. Collaborated with Identity Asset Management group to document requirements needed for migrating any HR applications that supported on-boarding new employees for provisioning, single sign on and multi-factor authentication

Miscellaneous Responsibilities:

• • 100% responsible for tracking financials and status of projects impacted by the immediate need to procure new hardware and perform application migrations. Assisted with budget forecasting for 2020
  • Responsible for managing project teams in DevOps
  • Weekly reports to the PMO, IT Leadership and Key Business Stakeholders
  • Weekly status meetings with the greenfield Architects and Engineers
  • Monitoring ServiceNow for intake/demand tickets after meeting with the application owners
  • Daily reports to the Integrated Lifecycle Management Team on progress with recommendation on how to support the Technical and Business teams

Integration Specialist responsible for identifying the impact of Alcon migrating from SAP to Workday. Numerous applications consumed data or provided to data to SAP; Workday captures only 80% of the data SAP does and they are critical ones. My responsibilities included:

1. Performing due diligence with all impacted applications and application owner using the current state documentation.
2. Identifying all data fields consumed by the applications and why as to decide if there was a mandatory need or a data field preferred by not necessary to perform the job
3. Working with the Technical Team to arrive at a solution to develop a Data Lake with decisions on how to achieve the need for data going forward.
4. Partnering with the system integrator for Workday in the data mapping from SAP to Workday.
5. Creating Governance Rules to be included in their MDM plan.

Working with the application teams to review options and workarounds

Role with Creative Cloud:

Provided Program, Project, Product and/or BA consultation services for Fortune 100 clients requiring software development oversight, infrastructure outsourcing and integration expertise. Strong accountability to business stakeholders and PMO in reporting project health metrics and assessing risk through presentations and/or status reports. Success was the ability to have robust and difficult conversations with customers, third party vendors and stakeholders while balancing common tasks associated with role.

Implementations

Service Line Manager for the SAP HANA for HCM and ECC FI migrating from Peoplesoft for Dell Financial Services projects and responsible for managing geographically dispersed teams with a budget >$4M; 100% responsible to key business stakeholders in the following roles and/or tasks:

• Timely reporting to the PMO (budget actuals vs accruals, schedule and risks), Business Stakeholders and IT
• Performed in the role of Agile Scrum Master with facilitated all ceremonies (Epic/Feature/User Story development, grooming sessions, Sprint planning, daily stand-ups, updating burn down/velocity chart and Retrospectives)
• Business process reviews conducted to determine security roles and access to modules
• Facilitated Change Management weekly meetings with the business
• Developed data migration and mapping templates for design and migration effort
• Meet with the Deployment Manager to ensure that all conflicts were mitigated
• Ensured sprint teams consistently used tools to provide metrics of tasks performed, productivity, resource allocations and time entry into SharePoint, Remedy, JIRA
• Managed hybrid cloud implementation with mobile app servers in-house and SAP primary on Azure cloud platform
• 100% responsible for vendor management regarding SOWs, POs and Invoices
• Introduced new metrics to newly developed PMO which were adopted. Only Program Manager to be on governance team
• Hiring, mentoring, termination of all project resources a key responsibility
• Release Manager for project launch weekends with pre-planning SAP Release Calendar developed and sign-off
• Oversaw post Go-Live implementation and warranty period and responsibility for escalation plan and iterative testing of any defects found

Senior Engagement Manager overseeing and 100% responsible for the SOW, schedule and scope for two key projects: SharePoint 2013/Microsoft 365 implementation for a $4 billion Energy company Endeavor Energy in Midland, Texas. 100% responsible “from cradle to grave” the following:

1. Developed a business continuity plan/Detailed disaster recovery plans for critical applications
2. Oversaw from cradle to grave SharePoint 2013 implementation and Microsoft 365 for 1,900 employees with key deliverables below:
   • Off-loading Exchange, Lync and installing SharePoint servers onsite
   • Configuring ADFS (Active Directory Federated Services)
   • Build out of new intranet on Office 365 using Metalogic to migrate content from old on premises due to cloud hosting
   • Migrated exchange to the cloud; relied on tech leads but documented bumps in the road; the tools used to perform migration required a learning curve impacting schedule
3. Managed mobile application team in deployment and support of Office 365. Performed configuration using MDM for Office 365 creating APN certificate to manage their iOS devices and adding domain name system (DNS) record to support Windows phones: Device polices were developed by user access roles which created enrollment message on their device. Upon completing the enrollment their devices were restricted based on the business rules associated with their access.

Pearson Emerson Energy Manufacturing: Responsible for leading a project team in replacing a legacy CRM application for an energy pipeline manufacturer Pearson with a Salesforce cloud integrator. Responsibilities included business analysis, business process reviews and project management tasks such as:

• Facilitating sessions with client BAs and SMEs to gather information and document “current state” and “future state” and performing a gap assessment to identify gaps in functionality with Salesforce
• Identified functional and data gaps in collaboration with each business unit to help determine “mandatory” needs in functionality that were critical to their sales lifecycle going forward:
• Three-day deep dive with all sales personnel on mobile application; views, reports, user security
• Recommended new security roles be created due to changes to business process and tasks assigned to internal resources; mapped old security roles to new security roles
• BA/PM responsibilities for project implementation from legacy PATT CRM to Salesforce partnering with 3rd party Salesforce Project Manager
• Developed use cases to test design and development; worked with clients to develop integration and UAT testing including data integrity (regression and functional testing)

Facilitated session with the SMEs and Deployment Manager on the mobile application roll-out

Contracted to backfill a senior project management position responsible for BI projects in Human Resources using Hyperion and developing interfaces to the ERP SAP HCM modules. Sole responsibility for managing 6 Agile/Scrum teams with a capital budget of $6M and 21 project team resources. This position served not only as the PM accountable for tracking, monitoring and reporting financial costs for all projects using the company’s EPMS from concept to implementation; in addition to these tasks, serving in the role of Scrum Master accountable for: Agile Card Wall development and maintenance, facilitating daily huddles, story development and pointing, tasks estimations, burn rate charting, risk assessment and iteration/release planning. PM responsibilities overseeing the HR BI data mart included:

• Facilitating working sessions with the key business stakeholders in developing epics and user stories and assigning points on Fibonacci point estimations for sprint implementations
• Documenting current state from the key applications of origination and understanding conversion/extraction/load process needed; documents created using Visio and BPMN best practices
• Maintaining burn down charts to determine project team velocity to meet delivery expectations
• Overseeing report developers; working with business analysts to develop report prototypes and performing demos to ensure customer satisfaction prior to deployment
• 100% responsible for managing the project teams, budget, schedule and quality; key to our successful implementation was meeting the business stakeholders’ definition of “success”

Release Calendar developed and business stakeholder sign-off obtained in addition to the Deployment Manager’s review and sign-off

Managed a project team responsible for migrating organization’s data warehouse to cloud technology as part of Phase I of migration to the cloud.

• Implemented virtualization to achieve cost efficiencies; used cloud-based model specifically virtualization model to gain expected efficiencies during data migration
• Performed numerous tests on virtualization and time to build by database administrators; ran time reports before and after migration to cloud
• SaaS contract negotiations and sign-off
• Developed cloud-based service level agreements regarding application availability, DR and data retention policies
• Requirements gathering and current/future state business processes using Visio based on best practices; obtained Business Stakeholder sign-off
• Oversaw design, test and user acceptance of software and ETL with financial institutions and adherence to PCI standards
• Testing with SaaS provider
• Training on reporting tools

Contracted as the Senior Project Manager/Product Owner who was solely responsible for the software development of a new eCommerce platform to improve university/faculty procurement of curriculum aides, simulation testing product initiative for a Houston based medical school which was partnering with Reed Elsevier. Deliverables included developing a proprietary e-Commerce application and deploying an existing testing software in all Medical Universities and test centers in Houston, Texas.

• Product Owner overseeing team comprised of 16 developers (on and offshore), 3 QA, 3 BA, 2 SMEs.
• Worked with team to develop epics, user stories, story point estimations and back log prioritization focusing primarily on the customer experience in using the front-end/web store components
• Developed and mentored project team in challenge areas; had direct impact on all raises and promotions for staff.
• Key project deliverable areas were emphasized in business epic development and story breakdown by gathering risk and understanding design impact on timeline.
• Implemented industry standards to improve all projects going forward; recommendations included using B PMN, and PMBOK where appropriate for the organization
• 3rd Party contract monitoring and management; dashboard reporting on all projects to key stakeholders

Full time position as Program Manager assigned to organization’s decision to replace existing pawn POS system across 27 states with 107 locations. Responsibilities included management of internal and offshore project teams. 100% responsible for:

• ASP.NET environment; geographically dispersed teams requiring facilitation of iteration builds with on-shore and off-shore development and testing groups on incremental builds and testing on-shore
• Facilitation with API builds and testing with 3rd party vendors including financial institutions; PCI adherence required, and development of API required to follow guidelines
• Facilitated POS business requirements gathering and documentation, use case and storyboard development, creation of WBS breakdown with project schedule, Monitored/Controlled Development Effort Estimating, QA and UAT testing and customer final sign-off criteria
• Key focus on security roles and changes required

Project Manager overseeing a Microsoft Dynamics implementation for First Command one of the largest providers of financial services to retired military families. 100?countable and be sole responsible for leading the project team to accomplish:

• Microsoft Dynamics implementation of Sales, Financial, Marketing and HCM modules
• Facilitated business process review and changes required; major focus on security roles

• Third party Contract – Monitoring of all implementation roles, responsibilities and implementation costs associated with the MS Dynamics implementation.
• Managed six AGILE sprint teams in the development and successful execution of interfaces integrated with the existing legacy system internally; gap assessment process, OOAD methodologies and processes creating Use Cases, scope document, business current and future state document, technical current and future state document, gathering and documenting business requirements, system requirements, developing test scripts and adhering to project schedule
• Accountable for the production implementation of all MS Dynamics modules and compiling lessons learned to perform look back and evaluation.

• Burlington Resources, a Fortune 500 company, was one of the world's largest independent oil and gas exploration and production companies. It was acquired by ConocoPhillips in early 2006.
• Assist with creating a cohesive group branding on communication materials (both internal and external);
• Developing and creating effective and meaningful performance and statistic reporting for the various team missions;
• Assisting in planning and tracking budgets;
• Developing tracking system for training for team personnel;
• Assisting with the creation and tracking of baseline training requirements for various operational and promotional levels within the team;
• Assisting with the creation of non-evidence inventory and system/equipment lifecycle tracking; and
• Coordination with team leadership and Mission Leads for tracking the various sub projects in flight under the Mission Leads and leadership.

Infrastructure Projects (Accountable for cost, resource, schedule, scope and risk management)

• Data Facility Relocation move from Fort Worth, Texas to Houston, Texas
  • Corporate IT was in Fort Worth while corporate BR was located in the Galleria in Houston. Decision made to relocated corporate BR and corporate data facility to downtown. An additional small office was located near George Bush International; decision made to close it and relocate to downtown in order to achieve cost efficiencies.
  • New facility buildout; blueprints developed for location of data facility servers, network space requirements for resources, etc.
  • City Permits required and needed for sign-off/inspection to begin move
  • Procurement; new equipment ordered (several dependencies in schedule)
  • Identified facility access security vendor for entering facility and specific areas with restrictions
  • Two additional floors required for corporate and small office employees. Blueprints for space, location of kitchen, bathrooms, etc.
  • Telephony requirements and dependencies
  • Developed Business Continuity Plan to determine criticality of business applications across the enterprise and Identified “outage” acceptability criteria for all applications

Software Development Projects

Senior Project Manager responsible for managing, overseeing and implementing software development projects consisting of 16 projects teams (iterative and agile) working concurrently on the company’s mission critical, extremely complex application in an ASP.NET environment. Scope of projects included total integration of all interfaces with internal and external applications including:

• Program Manager for implementing from cradle to grave two of the organizations’ mission critical applications. The financial system implementing ERP application SAP and Volumes Management Financial System (pays all royalty owners) - required software development; oversaw 16 developers and BAs working in AGILE pods developing use cases using prototype mockups and Visio diagrams
• Upon conclusion of the SAP implementation I was responsible for overseeing the new development of a data warehouse with a key focus on the Legal Team. Migrated five terabytes of data from flat files and re-engineered data into a relational database with development of 400 reports and 4 interfaces to other applications
• Monitoring and adjusting E & P application portfolio to align projects and resources with strategic vision. Cost Management; budget >$6M, cost performance value applied in all phases.

New PMO Related Responsibilities and Value-Added Recommendations

• PMO – Value Added Recommendations Adopted and Implemented Training
  • Facilitated the discussion and collaboration between IT and the Business Leadership teams on developing meaningful indicators for risk and success as part of the decision-making process when selecting projects for capital funding
  • Client training provided on SDLC, Iterative and Agile development
  • Client training on Business case use case and story board development.
• Governance and Dashboard Reporting Metrics
  • Defined Project Types and Categories for Capital Initiatives (i.e., Run the Business, Grow the Business; i.e., Hardware Upgrade or Software Development)
  • Project Dashboard reporting metrics
  • Introduction and execution of a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups (IT Service Line Managers, Business Stakeholders, Project Team, and PMO)
  • Designed lessons learned database for Project Managers
• PMO Process and Guideline Related
  • Introduction and execution of a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups (IT Service Line Managers, Business Stakeholders, Project Team, and PMO)
  • Designed lessons learned database for Project Managers

Business Analysts Supervisor with responsibilities in gathering business requirements, performing due diligence, developing business process flow charts, gap assessment needs analysis, QA script development and eventually serving in dual role as Account Liaison/Manager:

• Responsible for interpreting all 50 state rules for medical reimbursement related to workers’ compensation.
• Worked closely with the business in creating requirements through documentation, storyboards and use cases.
• Developed test plans and scripts to test the system prior to client user acceptance.
• Managed QA process through implementation
• Acted as Account Liaison with Grocery Store chain Kroger in facilitating UAT, training and appropriate escalation of any issues post-implementation.
• Through hard work and dedication, was promoted to manage all BAs, QA and technical writing staff.