Highlighting 15 diverse years of established experience and poised engagement as a program manager and project manager (traditional, agile, transition), a contract consultant (professional services, operations support, enterprise & innovative technologies) and a business project leader/ IT manager (PMO, cross functional, matrix, holacracy) working with international and in some cases divergent offshore teams with minimal attrition and geographical challenges in environments encompassing extreme change, complex challenges and accelerated in-flight schedules.

On demand dedicated scrum delivery scaling global solutions with distributed teams in enterprise Agile frameworks including Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD) with the ability to guide the customer organization on the right path for Scaled Agile adoption and maturity through release trains, coaching independent teams and organizations, and leveraging kanban and XP for continuous rapid application development “when” and “where” strategically suitable. Showcasing full-cycle production with a vast experience driving large team workgroups through hybrid agile approaches similar to “agile-fall” and “wet agile”, xanpan, scrum-but, S&P, DSDM, ASD and Johnson’s Recipe for Success into full blown scrum teams deviating between two and three-week delivery sprint cycles emphasizing a clear focus on the following:

 

-          Stable platform development through best of breed automated testing tools and approaches.

-          Respect/ Release PSI to market MVP, and feature sets in the quickest iterations and time possible with regard to dependent constraints, commodities, interdependent application resources and the enterprise system landscape.

-          Minimum risk of failing to release on budget ensuring rapid iteration releases to improve the delivered product.

-          Immediate and prompt decision making with DevOps preventing change management issues and proactively working in tandem with leadership, C-suite executives and shared resources in force wide initiatives that expose weaknesses and transforms uncertainties, impediments, issues, risks, roadblocks, and threats into “pure-play” opportunities.

-          Incessant high transparency and accountability within assigned teams, visibility to the agency, clients and end users, and full involvement of project sponsors and product owners (proxy or technical) to effectively respond to change and requirements in a continuous integration/ improvement environment based on feedback.

-          Product development and ownership driving topline customer satisfaction in a global theater setting of clientele.

Results Driven - Consistent transformation of project initiatives and business cases into enterprise and automated systems from concept to close using progressive and strategic methodology and governance including SDLC, SEP, CM, CMMI, ISO, SAFEe agile framework, PMI/PMBOK standards, research and analysis, design and implementation, disaster recovery planning and cutting-edge technology initiatives to include cyber security, enterprise software development, legacy “as-is/ “to-be” migrations/ deployments, Scrum alliance/ Scrum.org policies, best practices and extreme project management solutions to maximize shareholder value and stakeholder ownership.

 

Impactful ROI/ ROA -    Total Completed Projects: 500+, Budgets: $580 million, Revenues: $80 million (60% infrastructure/ 40%     

Software development)

- Teams: Leadership of 60 total teams in the US, 15 in India, 4 in Malaysia, 4 in Japan, 7 in Europe, 5 in Africa, for projects of varying size and complexity in different cultures and environments

- Infrastructure: Data center/ call center migrations, infrastructure VoIP, IPv4 – IPV6, upgrades, deployments and build-outs, App Dev/ Dev Ops support and steady-state legacy transitions

- Applications: 70,000 successful apps (to include web/ecommerce) moved or migrated over various technologies and OS to include the following languages: .Net, PERL, Shell Scripting, HTML, XML, Ruby on Rails, C#, C++, Python, PHPM IOS/Swift, OOD, DBMS, Java, Java Script, SQL, VB

Overall Complexity: Med - high, teams ranging 6 to 149 team members, high stakeholder perception

                                                Milestones Completed: 80% on-budget, 10% under budget (3 - 10% definitive estimate), 93% on-schedule (9% schedule slip occurred with CAB approval), business performance measure impact completed on all projects, 100% audit pass rate, Agile projects 30% under budget with 100% budget extensions based on solid CBA - investment decision (justification/feasibility)

Contract Types: 80/20 split Capital and O&M projects, Fixed Cost: 65%, Time and Materials: 15%, Cost-reimbursable: 10%, Unite Rate 10%

Process Engagement -   Coaching BOP project transition, change management, executive contribution and development within entreprise Information Technology Project Management Offices for all phases of SDLC and various definitive, empirical and hybrid approaches managing large international teams of onshore and offshore concurrent projects and large, complex projects spanning multiple platforms, multiple sites and matrix-managed resources. Executed discovery, alignment, pilot phase and deliverables for over 400 transition projects: 200 under two large acquisitions, the remaining under disaster related events (Hurricane Katrina, Rita, Sandy & wartime operations)

Diverse Delivery -          Engineered process improvements utilizing Stage Gating/ Waterfall, “Wet Agile/ Agile-Fall” and Agile                       methodologies for various clients:

- Commercial Banking: Confidential Banking Client, Capital One

- Federal Government: FEMA PA, DoD, USMC, USN, DOJ, Coast Guard, Homeland Security State and Local - State and Local Government: State of Louisiana, Mississippi, West/East Coast Regions (21 States)

- Healthcare: State of Louisiana, CMS and Commercial and Private Hospitals, Blue Cross Blue Shield

- Telecommunications: Commercial/Offshore India, Global EP, Centurylink Verizon/DTV), EarthLink, AT&T

- Utilities: Energy (Nuclear Assignments) Data Center conversions

 - Oil and Gas: Software upgrades and deployments (Private Sector clients)

- Construction - Engineering: New Orleans RTA, DOTD, Wavetech subsurface solutions

Business Associate/ Partner - Budget: 10 Million (investments vary) - Resources: variable (onshore US resources) - Impact: IT

Project Manager for all acquisitions and business development projects within the greater New Orleans area including project initiation, scoping, resourcing, scheduling, budgeting, and risk management for IT related initiatives for Plat/Lot investments.

- Senior adviser for all automated and business intelligent solutions in addition to Infrastructure development and acquisitions of IT team resources in Louisiana and across the southern states (to include Denver and North Dakota). 

- Real world/ real time practitioner of agile team development in promotion of new client expectations using solid and proven principles to develop high performance teams that maintain genuine ownership but can also breakout into xanpan and scrum based workgroups as required following specific characteristics as a foundation and tool to commonplace team building and workforce nurturing:

- Helping the team remove and prevent impediments while encouraging, supporting and enabling the team to reach their full potential - Creating transparency by radiating information via e.g. the product and sprint backlog, daily Scrum, reviews and a visible workspace - Ensuring a collaborative culture exists within the team  - Guiding the development team towards self-organization; - Leading the team through healthy backlog, conflict and debate process

- Not leading by title (understanding value and total performance) - Helping people develop and perform as highly as possible - Selfless management of team members - Promoting genuine team ownership and harnessing the collective power of a team - Teaching, coaching and mentoring the organization and team in adopting and using Scrum; setting up Scrum as a servant leader

 

Consultant - Major Infrastructure Projects - Budget: 8 Million (Resources: variable (onshore/ offshore resources) - Business Impact: IT Infrastructure development, Nuclear enhancements, Migrations

Senior Project Manager involved in planning, organizing, and managing enterprise level infrastructure projects at a major regional electric utility provider in the southeast. Delivered managed service support for data center IT projects, telecommunications, and steady-state activities including development of detailed project work orders, statements of work (SOW), 3% estimates, SDLC audit checklist and other project  documentation. Spearheaded development of agile team’s and scheduled sprints intra, and post transition for following services where applicable (open and close nuclear system included):

-          Service Oriented Architecture (SOA), Business Process Management (BPM), Middleware/ Integration, ESB

-          eCommerce, Portals, Internet & Intranet Strategies, multi-channel integration

-          Business Intelligence, Data Warehouse, Data Marts, Business Analytics

-          Enterprise Resource Planning (ERP), Customer Relationship Management (CRM)

 

- Specific Project Management activities include the planning, coordination, and implementation of a new enterprise Citrix environment. This project involves building over 900 virtual and physical servers (Windows and VMware) associated with Citrix applications (XenApp), Citrix VDI (XenDesktop virtual desktops), and Citrix NetScalers (for load balancing) for more than 2500 Citrix users. Additionally, the Project Manager works closely with Enterprise Networking, Security, and Storage (SAN and NAS) groups. The Project Manager provides vendor management and contract negotiation for Citrix Consultants who provide design and architecture guidance. 

- Project Manager working with VMWare on primary Datacenter expansion, collocation and extended support of IPv6 to the ESXi and vCenter Server management network, vSphere management , and the vCloud Suite . Launched initial client support for IPv6 stack to ensure product performance and quality with no dependencies on IPv4 and dual stack as part of project planning for VMware products running and performing on IPv6 as they would on IPv4 for a 800+ one-to-one and AppZero migration of Win2003 – to Win2008 (leap to 2012) supporting 8,000 end-users (internally) and Nuclear facilities to include stand-alone operations (Application, OS and DB full migration responsible for initial phases up to HLD,LLD and implementation)
- On a weekly basis, the Project Manager generates project reports for CIO management review that highlight the completion of major project tasks, activities, and milestones. 

Results: Managed project teams that coordinated the installation of a new generator at a data center; supported and managed the installation of multiple new enterprise data switches, routers, WAN accelerators, NetBackup appliances, voice and data circuits across the domain footprint; supported a VMware Vmotion project to move data for over 200 virtual and physical servers between EMC SAN storage units.

 

Consultant - Major Projects: Capital One 360, Wealth, Fraud, IT Support, and Securities: Budget - Resources - Business Impact (undisclosed - confidential metrics)

Technical Management of 36 client facing retail applications for ATM, checking access, commercial, trust, fraud and mobile banking teams (Teams: Richmond, VA, Chicago, New Orleans, Plano, TX, Wisconsin, Bank of Montreal, and Legacy Hibernia)

- Served as a Scrum Master and Project Manager involved in planning and organizing a Data Center migration at a major regional banking provider in the northeast:

 

‐ Engaged key business users (product owners) with backlog creation and grooming. ‐ Facilitate iteration planning, lead work within individual sprints, and coordinate retrospectives and demos to include ‐ Facilitate Inspect and Adapt workshops ‐ Coach and mentor Scrum Masters, Product Owners and Developers with regards to the application of Agile practices ‐ Work with Testing Strategist and Technical Tester to introduce automated testing ‐ Drive Agile Technical Delivery practices ‐ Provided support for development of a sustainable Agile Center of Excellence and internal Agile Communities of Practice ‐ Developed Agile Working Groups and Content Authority - Identifying and maintaining relevant metrics that gave the team insight into the  how of a user story

‐ Identify and coach internal champions, in order to remove reliance on external mentors ‐ Ensure cross functional coordination (analysts, developers, and testers) is occurring early and often ‐ Create and maintain and publish agile metrics (e.g. velocity and bd charts) ‐ Coach, mentor, and evangelize agile best practices across the organization ‐ Implement relevant Metrics to integrated teams -   Assisting teams with planning and execution of ceremonies, use of selected standard Agile tracking tool, User Story development - Partnering with the Product Owner in keeping the Backlog groomed - Partnering with the Scrum Master to ensure cross-team coordination and reaching out to the larger company network for impediment removal

 

- Disaster recovery project manager for networking IPv6 migration in two primary states to provide security enhancements, network redundancy, network efficiency and ISP provider support (AT&T AND Verizon) for aggregation of network prefixes on internal customers’ networks to announce IPv6, peer-to-peer network creation and maintainance, and expand Voice over IP (VoIP) netwroks and Quality of Service (QoS).

- Served as Technology Project Manager organizing and directing enterprise level infrastructure projects at a large regional bank responsible for multiple projects as a member of the Managed Services Migration program team.  
Results: Successfully planned, coordinated, and communicated a 100% data center power outage including nearly 1500 servers, production mainframe, SAN storage, network infrastructure, 20+ business-to-business connections. All IT systems were restored, tested, and fully operational within 10 hours following the completion of the Facilities maintenance.
Results: Successfully managed a project team that identified hardware and system requirements, drove the discovery process, and monitored the delivery of the hardware and supporting services until the mainframe was operational and ready for data replication.

- Project Manager supporting data center migration planning activities using Kanban white boarding techniques for virtual and physical servers (Windows, AIX, and VMware), all associated applications, file shares, Citrix VDI (virtual desktops, and NAS storage systems) which were are being relocated from an older data center to a data center in RTP, NC. Managed and developed new disaster recovery sites for MPLS and Fraud prevention in the Northern USA.

Consultant - Budget: 20 Million - Resources: 25 - 10 Offshore (Bangalore, India) - Business Impact: Direct Client - AT&T, Verizon, Sprint, Direct TV, POTS and VM updates (Bell West) central office Project Management.

100% successful delivery on projects – 18 major releases and 15 minor for Java and .NET internal and client-facing applications. Project Manager under a 130 million dollar pipeline of project activities for Direct TV and Verizon Wireless for billing, non-billing, and order activation provisioning for VoIP, BVoIP, and new innovative customer based VM and IVR initiatives. 

- Led training for core disciplines in new Agile PM CMMI methodologies for Bell West (Qwest). Project managed 25 person core team spread across the United States and offshore Bangalore, India and other satellite sites and facilities to provide the following PM services: Software Development Process - Development Cases, Risk Management - Estimates - Tollgate/Phase gate Planning, Change Management – Configuration Management, Phase Assessment - Supplier Agreement Management – Product Integration 

- Project manager for Qwest launched public and private IPv6-based services for business and government customers supporting ongoing migrations and transition strategy project plans from IPv4 to IPv6, ensuring the security of respective network links, next-gen Wi-Fi, WiGig and WiGig service providers.

- Project manager for IPv6 deployment on networks with exhaustion of IPv4 address space allowing isolated IPv6 hosts  and networks to reach the IPv6 Internet over the existing IPv4 infrastructure, as well as allowing IPv4 hosts to reach IPv6- only content and services (West Coast Providers 20 million supported core users) Tracking and managing multiple projects and applications, status updates, executive reporting, estimation, projected budgeting, and CMMI Level III project artifacts. 
- Reduced overlapping systems (i.e. operating costs) and promoting Best Practices, architecture recommendations and reviews with leadership to help transform initiatives in response to the merger recommendations and consumer repair for: Internet TV and phone services for 14 states on the West Coast, Business benefits – Reduce call volumes / Improve customer experience. Enhance front end problem diagnosis capabilities and automation.

Employee - Budget: 2-3 Million (Variable per business requests/ requirements) - Resources: 10 – 4 Offshore, Business

Impact: Internal Updates, Billing/ Financial Client-Facing Impacted Applications

90% successful delivery on projects – 7 major agile projects and Microsoft centric initiatives

Project Coordinator for infrastructure enhancement program in six tightly integrated IT projects which together formed the overarching program directly responsible for drafting and refining the Store of the Future Program Charter and Scope Statement, and communications plans.  Ensured ADLC Compliance (SAS 70, AMAR) and prevention of inclusion for projects and associated activities requiring state and federal audit for Billing/ Adjudication, Medicare – CMS, and ICD large scale projects. 
- Executed successful 8-step source selection process in conjunction with Enterprise Architecture and IT Analysis teams for ETL, MDM, CRM, IVR, and integrated technology upgrades for legacy databases (SQL, Crystal Reports, etc.) 
- Responsible for project management in up to $2,000,000 of budgeted initiatives for the administrative services group  followed PMP and management compliances under full project lifecycle (origination, requirements design, build, implementation and post-implementation). Worked on extensive product development and high-level business strategy with the EA group for IBM, Informatics, Microsoft, Nuance, West Corporation, and various other vendors for developing and upgrading technologies

- Collaborated with internal teams to provide improvements and assistance with making the overall PM phases more efficient for pre-authorized, small, medium and large projects across the enterprise.

- Communicated status reporting, change control, and project deliverables to internal and external project sponsors

Consultant- Budget: 5.3 Million operating and grant funds - Resources: 53, 10 vendors - Business Impact: Louisiana, US

Managed implementation, Operations, and on-going maintenance of 43 state-wide hospital MIS department software and hardware systems to include LSU-Shreveport Medical Center. 
- Responsible for all CMS Projects, HIS support, integration and execution of successful medical record utilization within DHH for 43 state-wide rural hospitals to include federal requirements for the HITECH/ARRA initiatives. 
- Served as the IT Project Manager and drove all of the IT activities associated with the relocation of a data center, network, and servers. Determined criteria for success; established all tasks, work packages, and budget details; developed project schedule and communication plan; coordinated vendor activities for dismantling, moving, and rebuilding production servers. 

Employee- Budget: 20 Million - Resources: 60 - Business Impact: Disaster Recovery – Enterprise City of New Orleans/ MIS

- Success - 30 under 30 award – President’s Club Award for Project Management and Consulting

Managed disaster recovery administration and documentation project for FEMA reimbursable activity totaling over $10,000,000 Managed IT support, planning, and business continuity within the city of New Orleans totaling over $17,000,000 in corporate revenue and spanning 100+ successfully delivered projects

USMC International Delivery: 3 years’ experience with shared resources nationally and internationally scattered or disparate in some situations in the following locations:

-          Chennai, Bangalore, India – Test team

-          Okinawa Japan – Support Team

-          Manila, Philippines – Change Management Team

-          Horn of Africa – Tactical Field Operations Team

-          Eastern Europe, various locations – Applications Development Teams

-          Iraq, various INITIATIVE SUPPORT – Tactical Project Support with NMCI (wartime operations):

 Project and Operation names confidential – following core activities and responsibilities included:

-          Promotion, buy-in and motivation for force wide agile development team, setting objectives for each release, creating high performing, and collaborative teams

-          Development of strategic collaborative road mapping and deep knowledge of the Customer, the Business and the Industry (including competitors, key regulatory and completive trends and future direction) in assigned areas

-          Management of the Customer Discovery Process including interviewing, opportunity assessments

-          and user group facilitation

-          Envisioning the final product and evangelize the product vision and value proposition

-          Development and Definition of requirements in comprehensive and discrete Agile Epics and level 1 User Stories to realize the product vision and roadmap

-          Working collaboratively with the Product Development team, to create, groom and maintain the product backlog

-          Drive release planning and develops/maintains product delivery schedule and key milestones

-          Lead sprint planning sessions with internal and external stakeholders

-          Lead daily scrum standups, reviews and retrospectives

-          Estimation and quantify the ROI and business value of product investments

-          Performed Product Manager, Product Owner, Scrum Master or Product Analyst roles as required, designing and developing commercial, cloud-based software solutions

-          Hands-on knowledge and experience in relevant Agile tools similar to common versions of Rally, Version One, AgileCraft,   LeanKit, etc.

-          Knowledge of TDD, ATDD and BDD practices with relevant tools/frameworks

- Under Graduate courses in Business Administration & Information Technology - 2001-2003 - University of New Orleans

- Post Graduate certificate in Project, Risk, and Quality Management - 2003-2004 - Defense Acquisition University

- Certificate in Criminal Justice - 2004 - Michigan State University

- Post Graduate Program in Management - Central Pacific Institute of Management Studies - New York - pursuing enrollment, Specialization: Project Management, Pursuing CEH, CISSP, Sponsored under International Information Systems Security Certification