RONALD L. WADLINGER

3170 Ridings Way 

York, PA  17408 

 

Phone:(717) 792-9966

E-Mail:leewads@aol.com

 

SUMMARY:

Results oriented Manager / Project Manager / Scheduler and Consultant, with over twenty years experience.   Proven ability to recruit, mentor, supervise and lead multi-discipline project teams.  Solid results in delivering systems and reducing costs using Processes, Benchmarking, Planning, Program Management, Project Management, Information Engineering, Total Quality Management, Automated Testing and Verification, and Business Process Reengineering. 

 

Implemented Program/Project Management Offices and mentored and provided direction to PMO, Finance, business and technical staff regarding project management and project finance roles and responsibilities.  Responsible for staff development and training, budget management, feasibility studies, project and resource control

 

Established procedures and measures improving the quality of project management and its outcomes following industry standards such as ANSI/EIA 748, SEI CMM, IEEE and ISO.

 

Over 10 years of “hands on” experience implementing and using Scheduling (Primavera, OpenPlan, MS Project) and EVMS Cost Management (Cobra, Cost Manager / Expedition, Winsight) in large, Multi-project environments -- including CPR review, Data verification, administration; file management; developing templates and reports; performing system back-up; installation of software; configuring workstations; etc. 

 

Solid experience providing training and mentoring to other project managers, Cost Account Managers, Project Finance Analysts, Cost Analysts, schedulers and team members related to the use and support of Project Finance, Project Scheduling and Earned Value tools such as MS Project, Primavera, OpenPlan, Cobra, and Cost Manager / Expedition, MPM and wInsight..  Completed Primavera IAT Boot Camp in process to achieve IAT Certification.

 

Over 15 years of education and training in Project Management - Including Requirements, Planning, Scheduling, Earned Value, Risk Analysis, Quality, Contracting, and Leadership.  Managed several highly complex projects to successful implementation.  Performed project planning, project tracking and project cost control including earned value, variance analysis, metrics, change management, risk management and project closeout.

 

 

BUSINESS EXPERIENCE:

 

December 2012 – Present – Sr. EVM / Scheduling Consultant with Prime PM Solutions (Customers – Deltek, ATK, BAE, Lockheed Martin Space Systems, MSA, URS, AECOM, AREVA, DOE (Richland and Carlsbad) L-3 and others.

 

Responsible for providing Senior level earned value tools support to Migrate EVM system from Artemis CostView to Deltek Cobra 5.1, Also utilized Winsight and MS Project Server in support of a $1.2 Billion program. 

 

Responsible for providing Senior level scheduling, earned value, project finance and project management consulting in support of major DoD Contractors.

 

 

 

June 2012 – December 2012 – EVM / Scheduling Consultant with Aerotek (Customer Textron, AAI Division)

 

Responsible for providing Senior level scheduling, earned value and project finance and project management consulting in support of a major DoD Contractor’s EVM validation efforts and deployment of UAVs for the US Army and Navy.  Tools used included, MS Project  2010 and MS Project Server, MPM, wInsight, Oracle and MS Office suite.  Overall program values in excess of $1 Billion.

 

 

December 2011 – June 2012– Deputy Program Manager / Consultant with Sterling Partners (Customer Smiths Detection).

 

Working on contract to a major international defense contractor, Responsible for the re-alignment of business processes and closure of previous US Divisional Headquarters facility and redeployment of equipment and assets to other US locations. Program budget is in excess of $10 Million and involves over 100 employees. Areas of responsibility include developing and tracking WBS and Integrated Master schedule, developing and maintain Risk Management process; providing weekly and monthly progress reporting, including internal EV reporting.  Coordinating with all levels of management and Corporate Steering Committee.  Tools included MS Project, SAP, Sharepoint and internal tracking tools.

 

 

February 2009 – November 2011 – EVM / Scheduling Consultant with Aerotek (Customer, General  Dynamics Robotic Systems)

 

Responsible for providing Senior level scheduling, earned value and project finance and project management consulting in support of a major DoD Contractor’s EVM validation efforts.  Tools used included, Open Plan, Cobra, wInsight, Welcom Home, MS Project, GCS Premier, Cost Point, Oracle and MS Office suite.  Overall program values in excess of $200 Million.

 

 

July 2008 - February 2009– Project Consultant with Mainsail Group LLP

 

Responsible for providing Senior level scheduling, earned value and project management consulting in support of a major SAP implementation for the US Navy.  Tools used included, MS Project, Primavera, SAP, Cobra, Sharepoint and MS Office suite.  Effort included Data Migration, and Cutover Support for approximately 8000 end users world wide.

 

 

January 2007 – July 2008 – Sr. EVMS Consultant with Deltek 

 

Working with Deltek, responsible for providing Senior level training, mentoring implementing and trouble shooting for Program Offices / Project Controls organizations.  Clients included AT&T, Verizon, Boeing, Northrop Grumman, Federal Highway Administration, etc.  Provided classroom instruction for Deltek (formerly Welcom) Open Plan and Cobra.  Supported migrations of very large resource loaded schedules from MS Project and Primavera to Open Plan.  Supported integration between Open Plan, Cobra (EVMS tool), MPM, wInsight and several major Accounting and ERP/MRP systems  (SAP Oracle, JD Edwards, Deltek Cost Point) related to planning, estimating, budgeting, execution, billing and Cost Schedule Control support.

 

 

May 2006 – December 2006  Program Manager / Master Scheduler as an Independent Contractor working with PMLG, Project Assistants, and HP.

 

Working independently, responsible for providing Program Management, Scheduling and EVMS services to major government and Fortune 1000 organizations.  Provided leadership as well as training and mentoring and hands on support to project team members in all PM lifecycle key process areas. Utilizing tools such as MS Project,  MS Project Server, Primavera, OpenPlan, Open Workbench, Winsight, Cost Manager / Expedition and COBRA. 

 

As Site Program Manager, led a major program to migrate servers from local sites to a centralized data center, including planning, design, build-out, and testing.

 

 

July 2003 – May 2006 – Manager of Project Controls working for Voith Siemens Hydro, an International provider of Capital equipment and turnaround services for major Hydro Power Plants.

Responsible for direct management of 3 Schedulers and 3 contract administrators, supporting a team of 10 Project Managers on major hydro power plant new construction, rehabilitation and turnaround projects.  Projects range in value between $1 million and $125 million and range in duration between 6 Months to 10 years.

 

Responsible for developing policies and procedures and providing training on Primavera P3E to support an Enterprise Project Portfolio and integration wity ERP/MRP Systems (SAP)..  Developed processes and procedures to implement project controls including scope, schedule, cost and earned value in accordance with the PMI PMBOK and ANSI Standard 748. Responsible for verifying project progress and billing and collecting of payment for various types of contracts including fixed price and cost plus type contracts.  Customers include Government agencies, investor owned utilities and commercial entities.

 

 

October 2002 to May 2003 - Senior Project Manager working for Viasys Corporation on a Virginia DOT Smart Highway Construction project.

 

Responsible for planning estimating and scheduling in Primavera P3, SureTrack and MS Project, all aspects of this $60 Million three year "Smart Highway" construction, communications and technology project covering approximately 50 miles of interstate highway in Tidewater, Virginia.  Scope included erection of electronic signs, cameras, monitoring equipment and interchange light fixtures, as well as installing conduit, fiber optic and cat cabling for the length of the project.  Also responsible for installation of hardware cabinets and full testing and turnover to VDOT’s highway monitoring facility in Virginia Beach, VA.

 

 

September 2002 – October 2002 - Assessment Center Director working for Zerone, Inc. on  Contract to NCS Pearson and the US FAA/Transportation Security Agency.  Directing a Staff of over 75, IT, Logistics, HR, Security and Medical personnel to Assess and Evaluate candidates for TSA employment by screening their employment skills, health, and personal background among other qualifications.

 

Responsible for the needs of the facilities and assuring consistent and efficient operations.  Resolve all problems or direct others to do so.  Provide direction and orchestration to subordinates.  Perform frequent (daily) progress reporting to (internal) area management and to headquarters. Track candidate statistics and other metrics, utilizing Primavera and Siebel, in order to contribute to overall process improvement.

 

July 2000 – September 2002 - Director, Program Management with, Orius Corporation,  a $300 Million provider of Network and  Telecommunications Central office Engineering and Installation services, serving customers such as Verizon, Bell South, Southwestern Bell, AT&T, Siemens, Cisco, Ericsson, Tellabs, Marconi, and Nortel.

 

Responsible for managing teams of 50-60 project managers, engineers and installers in the delivery of full-service integrated voice / data network deployment solutions for the telephony, broadband cable, and Internet industries.  Developed processes and procedures to implement project management practices and project controls including scope, schedule, cost and earned value.  Responsible for verifying project progress and billing and for various types of contracts including fixed price and cost plus type contracts. Led and participated in ISO 9000 and TL9000 process/quality certifications.

 

 

March 1996 – July 2000  Director / Senior IT  Manager with the Telecommunications Information Services Division of ALLTEL Corporation, a $6 Billion Telecommunications and Information Systems conglomerate, with customers in 25 States and 45 Countries.

 

As Director of Project/Program Management, managed approximately 20 professional project managers and consultants in the development and implementation of a project management infrastructure to provide effective and efficient integration of project management, business management and software engineering processes.  Assured a high level of Quality through proactive and reactive testing and validation against requirements.  Implemented process and process improvements by implementing processes in accordance with IEEE and SEI CMM.  Achieved level 3 SEI CMM.

 

As Director of Planning, reporting to the CIO, led strategic and operational planning efforts for ALLTEL Communications, and ALLTEL Information Services, Telecommunications IT Division.

 

As Sr. Program Manager oversaw a staff of up to 300 in the development, maintenance and support of a $100 million, 5 year program to reengineer and implement the next generation (3 tier client/server) suite of Operational Support Systems for two mid-sized telecommunications companies.   Responsible for full life-cycle development from requirements definition, design, code, unit test, system test, pre-production test, production and maintenance.  Insuring that work completed is in compliance with industry and customer quality standards.  Led projects involving development utilizing third party contractors, including offshore developers.

 

June 1994 – March 1996  - Consulting Partner / Consultant / Customer Service Manager  with  Digital Tools, Inc., a Project Management / Strategic Business Planning Software Development organization and ESI/George Washington University, a world recognized Executive Training organization.

 

As Consulting Partner and Consultant, delivered expert Business Planning and Project Management assistance to Executive and Senior Management clients in Government, Finance, Education & Telecommunications.  Delivered training in Project Management techniques to IT and Business Executives, and Program and Project Managers in the United States, Europe and Australia.  Clients included Alcatel, Ericsson, AT&T, the Federal Government, Department of Defense (Super-mini Project) DISA, NSA, as well as  GTE, and Time Warner.  Enterprise Systems implemented included: OpenPlan, AutoPlan II, Computer Associates, SAP, JD Edwards, Cobra, IBM, Unisys, and multiple proprietary systems.  Led process improvement consulting engagements to help customers achieve level 2 and 3 SEI CMM.

 

 

May 1989 – May 1994 - Senior Manager - IT Planning and Project Management for the Society for Worldwide Interbank Financial Telecommunication, an international cooperative of the top 2000 banks in the World, chartered to deliver inter-bank funds transfers and other secure financial transactions.

 

Led a staff of 3 direct reports and 100 application developers.  Responsible for planning and project management of all application development and implementation projects of this international financial telecommunications company.  Led projects involving development utilizing third party contractors, including offshore developers (in India) to development and maintain applications.

 

Developed planning and project management policies and procedures, and coordinated corporate information technology plans and projects portfolio world-wide.  Implemented EVMS utilizing OpenPlan and Cobra along with other cost and scheduling tools.  Implemented processes and process improvements by in accordance with IEEE and SEI CMM.  Achieved level 2 SEI CMM.

March 1986 - May 1989 - Manager / Lead Analyst with Gulfstream Aerospace Corporation, the world’s premier designer and manufacturer of Business Jet Aircraft, with annual sales of over $1 Billion.

 

Led a staff of 5 direct reports and over 150 application developers and engineers.   Coordinated and led a company-wide effort to develop an Enterprise Planning Model and Strategic and Tactical plans for Enterprise information system.  Implemented C/SCSC utilizing DOD 5000.2 standards.  Led teams to define enterprise data and business processes for engineering, manufacturing, purchasing, finance, human resources, sales, information technology, etc  Selected and implemented an enterprise project planning and tracking system.  Coordinated an effort (involving over 100 employees and contractors) to develop and document processes to address entry into government defense contracting. Assisted in defining processes and procedures for an engineering planning system.

 

 

April 1984 – March 1986 Division Director, Information Systems Planning and Evaluation with the Pennsylvania Department of Transportation one of the largest state transportation departments comprised of over 13,000 employees with an annual budget of over $3 Billion.

 

Led a staff of 5 direct reports and reported to the CIO.  Directed information systems planning and coordinated the information systems Steering Committee.   Responsible for the Department Information Resource Management Plan.  Coordinated all information systems procurements and contracts (hardware, software and services).  Served as corporate information systems security officer. IT environment included: IBM mainframes, minis and PCs linked to over 1400 devices state-wide. Experience with IBM JCL, IMS DB/DC and DB2 .

 

1975 - 1984  -- Program Planning Analyst with the  Pennsylvania Liquor Control Board, the largest such state run agency in the world with over 4000 employees, 750 retail stores and over $800 million in sales.

 

Reporting to the Chief Executive, directed information systems planning and coordinated all activities associated with Department Information Resource Management Plan and information systems budget for this Statewide

wholesaler / retailer of alcoholic beverages.  Led a project to design, develop and implement a retail / wholesale point of sale, Logistics, Distribution and inventory control system for over 750 State Liquor stores.

 

PROJECT MANAGEMENT TOOLS EXPERIENCE

 

-Artemis (Prestige, 9000, 700, ProjectView, CostView, TrackView, GlobalView, and WebView) over 10 years experience managing very large Aerospace Enterprise-wide engineering, manufacturing, Government (DoD) and Information Technology projects, - in excess of 50,000 activities, 5000 resources;

-OpenPlan / Cobra - over 5 years experience managing large Enterprise-wide telecom, engineering, and Information Technology projects, - in excess of 5,000 activities, 100 resources;

- MSProject (Project, Project 98, Project2000; Project 2003; Project 2007; Project 2010; Project 2013, Project Central and Project Server) - over 15 years  experience.

-Primavera (P3, P3E; P6 and P7 as well as Portfolio Manager, TeamPlay, and Suretrack) over 5 years experience managing large -  medium size  Enterprise-wide Engineering, Manufacturing and Information Technology projects, - in excess of 10,000 activities, 1000 resources; 

-Hands on experience with other PM tools such as ABT - Project Workbench, Niku, AutoPlan II, MacProject, PlanView, Scitor – PS4, TimeLine, wInsight, MPM, Risk +, etc.

 

 

EDUCATION - QUALIFICATIONS

 

Bachelor of Science Degree, University of Pittsburgh, 1972.

 

Masters Certificate in Project Management from George Washington University, 1999

 

Post Graduate and miscellaneous specialized training acquired through numerous Professional Sources. 

 

Member of Project Management Institute since 1989.

 

Certified as a Project Management Professional (PMP)