3415 Highland Pine Drive E-Mail: email@example.com
Duluth, Georgia 30096 Telephone (404) 934-9817
Professional Synopsis: Certified Project Manager who challenged traditional ways of
conducting business, and am willing to take on calculated risks. Demonstrated ability to think
strategically, act tactically and have the strength of character to motivate others to buy into my
ideas, concepts and values. Value honesty, accountability, and trust in a business
environment. Trust my gut instincts and takes the initiative to drive change. Possess the ability
to assess a situation, and react to it appropriately. Commanded respect of clients and project
team members and have a natural ability to hold the interest of the listener. Experienced in
managing Software Implementations, Process Analysis, Business Process Reengineering,
and IT projects. As Project Manager, coordinated all software development initiatives and
served as the focal point for the customer.
Microsoft Word - Excel - PowerPoint - Project 2000/2002/2003/2007 - Visio – SQL –
TRAINING AND CERTIFICATIONS
Certified in the field of Production and Inventory Management (CPIM) by the American
Production and Inventory Control Society (APICS).
Certified by the Project Management Institute as a Project Management Professional (PMP)
Six Sigma Green Belt
Vice Chair for Manufacturing Special Interest Group (SIG) for the Project Management
Waters Management Group, Roswell, GA
Nov 2008 to Current
Developed, documented, and taught Professional Project Management Courses. Project
management principles were taught using the Project Management Body of Knowledge and
Best Practices for a Project Manager as the baseline for the course.
Documented the Workforce Investment Act requirements for Waters Management Group to
be a Eligible Provider of classroom instruction
Documented the Project Management Registered Education Provider for Waters
Management Group to be a Registered Education Provider
Wrote the revised documentation for training using PMBOK v4
Audited a Fundamentals of Microsoft Project 2007 taught by Microsoft Certified Instructors
from PM Resources Group for inclusion in the PMP Certification Review Courses taught to
Evaluated other education providers course that solicited Waters Management Group to
become part of the WIA offering
Environments: Microsoft Project, Microsoft Office, Act Contact Manager
Advance Auto Parts, Inc., Roanoke, VA
Senior IT Project Manager
July 2008 to October 2008
Contracted through RCG Information Systems
Managed an integrated portfolio of 24 projects or program initiatives for the Visual
Merchandising Group. Painted a vision of a successful project to each of the project teams.
Developed Project schedules based on the Work Breakdown Structure of each project or
Initiative. Established a Master Project Schedule and uploaded each of the 24 Projects and
Initiatives to load cross dependencies between tasks of each Project or Initiative. Built strong
cross-functional partnerships in a matrix environment, the business and IT organizations
relationships were managed, resolved conflict and communicated complex issues across
each project or initiative. Project status was communicated to the sponsor including Critical
Path and Earned Value updates, and the project teams to ensure communications of the
information to the internal and external customers and third party vendors. Managed the
change requests for each Project and Initiative.
Budgets forecasted for each project or program initiative and tracked the Earned Value.
Documented each project closeout and identified lessons learned.
A JDA Intactix Floor Planning Planograms, Space Planning Planograms, and IKB a three
dimensional store floor and space planograms project was implemented successfully on time and
29% under budget using SDLC methodologies and Quality Assurance processes to manage the
project. The JDA vendor and other vendors were managed for the Point of Sales systems in the
HP Project and Portfolio Management (PPM) were used to capture actual costs weekly and
captured vendors cost manually form bi-monthly invoices.
Used Microsoft Project schedule to execute the tasks and manage business users, technical
programmers, and the vendors during the implementation.
Environments: SQL, AS-400, ETL, Intactix Knowledge Base
The Coca Cola Company, Atlanta, GA
Senior IT Project Manager for Manufacturing and Supply Chain
Feb 2008 to June 2008
Contracted through TrueBridge Resources
Managed a new secret consumer product implemented at two manufacturing plants during the
Beta phase. Work streams managed were the SAP Order to Cash, Forecast to Deploy, and
Procure to Pay. The Supply Chain included distributors and third party warehouses using an
Oracle Shipping system that SAP had to interface. One plant had SAP ECC and the primary
plant for the new product had Prism as the planning software. Supported the Manufacturing
and Supply Chain Management to drive timely creation, review/approval, and archival of
project quality data records in conformance with company IT Program Management
methodology. Developed Work Breakdown Structure to determine tasks and use Microsoft
Project to manage the project schedule. Conducted JAD sessions and performed gap analysis
for the new business processes on new equipment with a new SAP system. Managed the
development and documentation of business processes of the Prism plant to SAP ECC in
order to manufacture the new product at the plant using third party SAP subject matter
experts. Developed effective processes, documented them in ARIS Business Process
Management system using a process modeler. Managed the development and documentation
of the Manufacturing and Supply Chain functional requirements to support the systems
Environments: SAP ECC, Oracle, ARIS Business Management System
Manhattan Associates, Atlanta, GA
March 2007 to Dec 2007
Projects were managed in the Advanced Planning Group whose vertical was the Retail
Industry with customers that are tier 2 and tier 3 level companies using Microsoft Project. The
software applications were Development of Business Rules for Assortment Management,
Catalog Planning, Web Planning, Retail Store Planning, and Consolidated Inventory Planning.
Software was on an Oracle platform that was developed in India based on the design
The Advanced Planning Implementation Methodology was developed to align with Manhattan
Associates ISO 9001 and their PRISM Implementation Methodology. The Advanced Planning
Group had recently been a separate company Evant acquired by Manhattan Associates.
A key project was managed with the first client of Evant for three modification requests to their
five-year-old system that required re-configuration of the Advance Planning System. Managed
offshore employees that developed the code based on the modification of business rules
Managed project using SDCL methodologies and managed budgets with offshore and onshore
Managed project risks and their risk responses, and tracked issues and their resolution.
Tenaciously tracked key dates using Microsoft Project and delivering a quality product, within
budget and on time.
Environments: Oracle, Java
Activant, Austin, TX
June 2006 to Dec 2006
Contracted through Encora, Inc
Implementation Methodology was developed and documented for Activant whose software
applications included Retail Point of Sale, Inventory Control of planograms shelving,
Purchasing, and Warehouse Management. Activant was in the Automobile Parts Aftermarket
vertical with customers that were tier 2 and tier 3 level companies. The software application
was either on an Oracle Platform or on Microsoft Platform
Developed and documented an Implementation Methodology that included a Microsoft Project
schedule based on the Work Breakdown Structure to eliminate/prevent Activant's loses on each
client because of no defined methodology.
Led multi-skilled project teams using the new implementation methodology and painted a vision of
a successful implementation to the project team. Selected client subject matter experts as project
team members and managed the development of customized client specific training workshops
for end-users. Facilitated meeting design sessions with the client to configure the software based
on the clients requirements. Budgets were typically in the 300K to 1MM range. Led project team
weekly status meetings and mentored project team consisting of two or three Activant subject
matter experts and 3 to 4 client team members.
Environments: Oracle, Microsoft, EDI
T-Mobile, Bellevue, WA
Customer Operations & Systems IT Project Manager
Dec 2005 to May 2006
Contracted through EIS World
Multi-skilled project teams were lead in implementing multiple IT projects for T-Mobile PMO
with their implementation methodology. During the kick-off meeting, painted a vision of a
successful project to the project team. Based on the Work breakdown Structure developed a
project schedule in Microsoft Project. The new Software Applications Projects enhanced the
performance of T-Mobile systems or were developed and deployed to provide a better
experience for the T-Mobile customers. Projects were structured systems development that
required integration with R/3 SAP, TIBCO, SQL, Web Portal, Java, J2EE, PkMS, Oracle and
Streamline to enable the new features the project were delivering. Managed projects in the
Order Management Program, specifically managed the projects for phone returns and
refurbishment of phones with Microsoft Project. Project required collaboration with developers,
testing team members, 3rd party vendors, and other application project managers in the
design, construction, testing, implementation and maintenance of the web portals and
Analyzed Requirements and Functional Specifications and estimated level of effort for Identified
resource required for the project team, negotiated with their managers to get a commitment to the
support for the project, and asked the team members for a Level of Effort required by each team
member as a beginning point in developing and documenting the budget. On occasion, the
manager would hire a contractor to satisfy the project needs.
Forecasted and managed multiple projects budgets between $500K and $2M. Project team would
consist of 1 to 2 business analyst, 2 to 3 R/3 SAP, TIBCO, SQL, Lombardi's Teamwork's Portal
Technology, Java, PkMS, Oracle, or Streamline resources, a tester, and 3 to 5 business users.
Each project team managed with weekly live status meetings. Delivered several projects using
Iterative Methodology and quite a few using Waterfall Methodology
Developed and documented a Project Scope Statement and conducted Kick-off meetings for both
the Business Users and the IT organizations to understand the overall enterprise impacts of
system implementations and changes.
Managed the technical requirements, project deliverables, and deployment of the application.
Developed Statement of Work based on the initial Business Requirements and the Project
Charter. Got sign-off on Statement of Work by the Sponsor and Stakeholders. Reviewed business
requirements with business users to insure correct interpretation of requirements.
Quantified identified risks and developed risk response plans. An Excel workbook maintained the
Risks Log, Issues log, Change Control, and Project team Contact Information. Communications
plan identified where each folder would be located and recurring meetings for Risks, Budget, and
Status to meet Sarbanes-Oxley control requirements.
Developed Project Budget based on Level of Effort and the original forecast used in approving the
project. Identified when original forecast was not valid and sent the project back to Portfolio
Management for re-submission for approval. Tracked the project budgets using Earned Value to
track against the actual costs and calculated the Schedule Variance (SV) and the Cost Variance
(CV) to date, Estimate-To-Complete (ETC) and Estimate-At-Completion (EAC). Additionally,
managed the Order Management Program Budget of $12M. Return on investment on the projects
ranged from 180% to 423%
The Project Schedules were managed using the using Microsoft Project and the Critical Paths
were tracked. Conducted weekly meeting and produced Status Reporting using Clarity Project
and Portfolio Management (PPM). Managed 3 large projects and Multiple smaller projects in the
Order Management Program
Projects used process maps through the Software Development Life Cycle (SDLC), conducted
JAD sessions and performed gap analysis to develop the Business Requirements, created
functional test cases, Specifications, Development, Testing, Training, Go-Live.
Built strong cross-functional partnerships in a matrix environment, working with all levels of the
enterprise and across many functional areas to implement the projects assigned to me.
Conducted JAD sessions and worked with process designers in implementing process maps.
Environments: SAP, TIBCO, SQL, Lombardi's Teamwork's Portal Technology, Java, J2EE,
Oracle, and PkMS
Adjoined Consulting, Atlanta, GA
Senior Principal Consultant
Sep 2005 to Dec 2005
Reviewed current business processes, analyzed the client users input, and evaluated client
business systems and user needs using SAP GUI 4.6c PP. Made strategic recommendations
to positively affect the client. As the manufacturing subject matter expert, identified options for
potential solutions and assessed them for both technical and business suitability. Bill of
Material and Route and Work Center usage, SOP and MPS/MRP planning were reviewed.
Contributed recommendations on how the client could use there existing system by creating
logical and innovative solutions to complex problems. Recommended configuration changes
to SAP for the client.
Propex Fabrics (formerly BP Amoco Fabrics and Fibers), Austell, GA
IT Project Manager
Feb 2004 to May 2005
Contracted through Matrix Resources
Managed a custom and third-party implementations, using software development life cycle, for
two phases of Zemeter's Integrated Supply Chain System (SQL), Forecasting and Product
Supply Planning that replaced/augmented the IBM outsourced SAP MM/PP systems and an
Access database. Deployments included Demand Management Planning and Supply
Planning modules across eight plants and a SQL server upgrade to support the Zemeter
Supply Chain requirements. Developed Work Breakdown Structure to properly planned
project task dates using Microsoft Project, managing Critical Path, and calculating Earned
Value. Networked extensively, working with all levels of the enterprise and across many
functional areas, managed activities of developer programmers and infrastructure technical
team, vendors, 3rd party contractors, functional managers, and end users assigned to project
using Microsoft Project. Return on the investment for the project was 378% on an 879K
Strategically planned organization-wide changes to support the Zemeter Supply Chain System. A
vision was painted of a successful implementation to the project team. Developed risk mitigation
strategies. Wrote concise project feasibility reports and attain financial approval and business
buy-in of the cost/benefit analysis to proceed on the capitalized project. Managed project budget
and managed the scope change management plan.
Tactically managed project deliverables, project plans using Microsoft Project to include defining
project tasks, transitional activity, and executed the projects that supported client performance
improvement, and technology integrations. Coordinated third party contractors as they relate to
project requirements. Led and mentored project team consisting of 3 vendors, one third party
contractor and 5 business users and 3 staff technical resources
Facilitated design session to analyze the clients' requirements, outlined data flow processes using
VISIO as the document tool, and managed project team and met timelines. Managed the project
critical path to insure project stayed on schedule. Managed the change control process for the
statement of work for the implementation. Managed budget, resources, the scope of the project,
and the quality of the project.
Identified project risks, conduct risk quantitative and qualitative analysis, and provide risk
mitigation recommendations to Executive management when needed escalating.
Tenacious in tracking key dates, would review the task due a week out with the person
responsible to ensure the task would be completed on time. Conducted live project status meeting
with project team each week.
Managed issues by maintaining record of issue, who is responsible for resolution and the date the
resolution is due. Reviewed issue record each project team meeting.
Environments: SQL, SAP, Windows NT, Microsoft Access
Waters Management Group, Roswell, GA
Sep 2003 to Feb 2005
Professional Project Management Courses taught by me at Universities. Project management
principles were taught using the Project Management Body of Knowledge as the baseline for
Documented the Project Management Professional (PMP) course of instruction based on
Developed a project team teaching methodology where the students were grouped into 4 to 5
students to manage a project I assigned them
Environments: Microsoft Project, Microsoft Office
Siemens Homeland Security, Irving, TX
Contractor - Strategy Coordinator
Oct 2001 to Aug 2003
Contracted through Nicklas & Partner, Inc
A response /call center for Siemens Homeland Security was implemented. Customer
requirements were translated into specific plans and tasks using knowledge of the industry
and delivery methodology. Excel Database was initially used to track trouble tickets, but later
replaces with Access database.
Implemented Electronic Trace Detections devices used at airports passenger security station at
Presented DCAS status report using Excel Pivot Tables covert to graphs for presentation
Six Sigma methodologies were used to reduce open trouble ticket backlog from 2250 trouble
tickets to a backlog of 125 trouble tickets.
Implemented ISO9000 in the strategic response call center to provide standardized processes
Environments: Microsoft Excel and Microsoft Access
American Software, Inc, Atlanta, GA
Project Manager and Senior Business Consultant
Sep 1988 to Mar 2001
Led multiple project deployment teams at clients' sites implementing global ERP, Supply
Chain, Warehouse Management and/or Business Decision Management Knowledge Based
systems. Developed the customer relationship as a Pre-Sales consultant through
implementation and beyond as the Implementation Manager. Developed and documented the
project Charters with inputs from Clients and identified client management that need to be on
the project team. Painted a vision of a successful implementation for the client to the project
team during the kick-off meeting. Worked across the business to managed change
management, using Software Development Life Cycle and Microsoft Project. Gathered
requirements, and facilitated design sessions, managed software development of code,
testing to develop system test plans to ensure the delivery of a high quality implementation of
the software application. Managed change management, integrated system testing, training
development, documentation, and delivery, cutover and post-production support for both
sequential and concurrent deployments. IT professionals, Statistical, and Business Analysis
groups were led in integration to legacy systems, data migration, system reconciliation, re-
engineered business processes, end-user training, and conference room testing were
managed to ensure accuracy, efficiency, and internal application acceptance of new systems.
Diverse business processes were analyzed and recommended technology and automation
strategies. Additionally training and pre-sales presentation were conducted by me that
required strong presentation and facilitation skills.
Facilitated live strategy session meeting with each new client to determine scope, milestones,
constraints, and assumption. Analyzed clients' problems and issue resolving the problem
immediately or capturing the problem or issue in an issue log with the date the resolution was
due. A tactical project plan using Microsoft Project was developed to support the strategies
developed. Over 75% of the projects I managed were large project affecting most of the clients’
Presented steering committee meetings project status at key milestones or as requested and
obtained approval for the project to date.
Set client expectations and managed the client expectations utilizing my strong interpersonal skills
and relationships I had developed with the client identifying additional business requirements that
existed with the customer. Managed the project timeline, earned value, statement of work and
change control process for each assigned implementation. Budgets for the implementation would
be between $750K and $7M and the project teams would range between 8 and 20 members.
Documented and facilitated application business training classes for users of the new application
system with groups of up to 20, providing account-specific recommendations to maximize clients'
software usage based on situational challenges or issues. Worked with all levels of the enterprise
and across many functional areas.
Clients were led through Configuration, requirements gathering and design sessions. Gaps were
identified between the product and create the required functional test cases
Documented project closeout and identified lessons learned to enhance future client
Developed and documented new business processes to utilize the new software application,
implemented change management by demonstrating the software early in the implementation
process, and then discussed each individuals concern. Later gave end users inquiry capability
after they received inquiry training. Asked questions of the user community to ensure their
comprehension of the changes that were going to happen
Drove the overall user acceptance solution testing including creating and executing test plans for
the core applications, application processing logic, user interfaces, and integrations.
Subject Matter expert in Inventory, Procurement, Accounts Payables, Manufacturing, Production
Planning, Cost Accounting, and Fixed Assets.
Environments: Mainframe, CICS, VSAM, ABASE, RDBMS, COBAL, AS-400 COBAL, Client
Server, Knowledge Base, EDI
Bachelors of Science, Industrial Management, Georgia Institute of Technology, Atlanta, GA