ANDREW B. COLLINS

16 Adams Road w Martinsville, NJ 08836 w (732) 302-2452 w anmplus4@optimum.net

Project Analysis | Project Planning | Resource Management | Project Management | Business Management

Process Implementation | Tool Deployment | Template Standardization

 

 

Disciplined, hands-on project planning/management specialist with history of success in developing/deploying program management protocols and providing tools to ensure delivery of program milestones – within time and cost limits. Respected, pragmatic leader; a persuasive advocate for standardization with demonstrated expertise in laying out project roadmaps and driving teams to achieve program goals. Background enriched by experience with both blue chip and start-up companies in the defense, pharmaceutical, and telecommunications industries.

Key Deliverables:

î       Driving across-the-board program management improvements, assessing a company’s needs and implementing policies, procedures, and tools to bring performance to the next level.

î       Gathering detailed business requirements, leveraging credibility built with program stakeholders – and skill in data mining – to elucidate core needs and build solid foundations.

î       Translating business needs into viable project plans, deploying effective planning and scheduling tools to ensure delivery of results that meet given requirements within specified schedule and budget constraints.

î       Integrating cost structure considerations into program management systems, developing and implementing tools to facilitate monitoring and management of program costs.

 

 

Leadership in Program Management – Defining & Implementing Best Practices

§         Hired to assist start-up bio-pharm firm, established formal program management protocols, introducing templates, tools, and training to get research and clinical programs on firm footings.

§         Developed/deployed unified program management protocol for Lucent’s entire North American region, facilitated team from multiple functions (Engineering, Manufacturing, etc) who’s charter was to document roles, responsibilities, and expectations across all functional organizations. Later deemed the “Program Management Workshop”.

§         Led team that developed system-wide Project Planning Process Reference Manual that standardized processes used throughout General Dynamic Advanced Technologies Systems’ program support organization.

§         Directed large-scale efforts to define/standardize scheduling and management reporting processes across Lucent’s legacy and SAP systems.

Improvement Initiatives – Developing & Deploying New Program Management Tools

§         Brought new cost emphasis to start-up’s R&D programs, creating project tracking tool that tapped into comprehensive, but daunting-to-use financial spreadsheet to provide valuable, user-friendly tools that facilitated cost tracking by product and function. Tool illuminated major cost overruns unforeseen by firm’s leadership.

§         Serving as resource manager for portfolio of 130 clinical trials for Johnson & Johnson, set up database and spreadsheet system that improved resource utilization and saved costs by uncovering areas of duplication.

(Continued)

 

Improvement Initiatives – Developing & Deploying New Program Management Tools -Continued

§         Implemented use of OPX2-based resource scheduling tool for J&J’s Global Clinical Operations, standardizing and improving procedures across product lines. Provided training to gain buy-in of planners and ensure effective deployment of highly customized module.

§         Handling high volume of RFPs for General Dynamics, developed innovative proposal tool that provided basis of estimates for cost volume and became the standard by which all future work was awarded. Maintained rigorous standards in completing RFPs to remain competitive and bolster award rate.

§         Served on award-winning team that led General Dynamics’s first-ever implementation of Primavera Project Planner, deploying it as primary planning tool for $120 million program. Integrated with existing cost system to provide earned value analysis, tool was subsequently adopted by all program teams in Advanced Technologies Systems unit.

Other Notable Projects – Delivering Excellence across Complex, Highly Visible Programs

§         Served as member of team that successfully reduced number of internal systems (encompassing everything from the simple to the complex) from 198 to less than 40 for Lucent, facilitating achievement of company’s IT headcount reduction goal. Streamlined systems with move of applications from Oracle to SAP.

§         Led team in developing Scheduling Desktop Procedure used in conjunction with Lucent’s worldwide rollout of SAP. Initially completed using P3E as scheduling tool, subsequently led conversion to Project Scheduling (PS) Module within SAP, developing creative solution that involved unique use of fields within SAP.

§         Serving as integration planner for large ($1 billion) multi-company contract while with General Dynamics, integrated schedules for 5 different companies into single program plan. Complex schedule included coding schemes by company, by subsystem, and per project teams for entire contract.

§         Played key role in the planning, design, and implementation of multi-million dollar automated scheduling system in compliance with Air Force Mil-std-7000.2 Cost Schedule Control Systems Criteria. Mimicking Program Management Book of Knowledge (PMBOK), system was instrumental in winning $600 million Telstar defense contract – and became core of future bidding practices at GE Aerospace/Martin Marietta.

 

 

Project Analyst, Project and Portfolio Management

Ikaria, 2008

 

Manager, Project Planning & Resource Management

Johnson & Johnson Global Clinical Operations, 2006 to 2007

 

Business Manager

General Dynamics, 2003 to 2005

 

Project Manager

Lucent Technologies, 1999 to 2003

 

Manager

General Dynamics Advanced Technologies Systems, 1994 to 1999

 

Program Analyst

Martin Marietta Aerospace Division (formerly General Electric Aerospace), 1985 to 1994

 

 

Technical Training 2013:

October 2013: Program Management Professional (PMP) Certification Exam Preparation.

May 2013: Primavera P6 Application Administration Rel. 8.x

-          Emphasis on how to build enterprise data structures and configure settings to support an enterprise implementation.

-          Build and manage EPS and OBS; add users and configure security; set enterprise data and default settings and support project management processes.

April 2013: Primavera P6 Professional Client Fundamentals Re. 8.2

-          Uses P6 Professional, Primavera Windows based client/server application. Appropriate for those using P6 Professional either as a stand-alone application or as part of P6 EPPM.

-          Focuses on three basic elements of project management; schedule, resources and costs.

 

Technical Training:

Clinical Project Management; SAP Project Schedule (PS) Module; Basic Project Management; Planning, Scheduling and Control; Use of Performance Measurement Data, Cost Schedule Control System Criteria Concept; Primavera Project Planner for Windows, Planning and Scheduling with P3-Primavera Systems, Inc.; Introduction to Artemis / Network Planning Precedence; Artemis 9000 Project Structures; Introduction to FOCUS; Project Scheduler 4

 

Technologies:

Microsoft Office Suite (Excel, Word, PowerPoint); Microsoft Project; OPX2 - R4; Artemis 6000/9000; Primavera Project Planner, Primavera P3E; PERT Chart (PERT chart generating software); Work Breakdown Structure (WBS) Chart

 

 

SBI (expired)

DOD-Top Secret