A result oriented Project Management Professional (PMP) brings over 20 years of IT experience in the public and private sectors with key emphasis on ERP Software Development and Implementation, Infrastructure Management, and Task Order Management.

1. Lumi Y. Noah, PMP
(609) 246-8591
noahly2000@yahoo.com
Summary of Qualifications
Senior Program Manager / Delivery Executive
Ms. Noah, a result oriented professional, brings over 20 years of IT experience in the public and private sectors with key
emphasis on ERP Software Development and Implementation, Infrastructure Management, and Task Order Management.
• A Project Management Professional (PMP) certified senior project manager with extensive business process experience
in leading high performance teams to successfully overcome the most complex SAP implementations projects.
• Proven skill in delivering global SAP projects on current and legacy SAP versions with minimal disruption and risk to
business operations.
• Achievement of business objectives with full end to end Software Development Lifecycle (SDLC) project implementations
from business development, requirements analysis, and process design through deployment of the final solution.
• Business practical industry experience in the Chemical, Automotive Research and Development, Farm and Construction
Equipment, Beverages, and Public Sector.
Professional History
Senior Program Managerfor US Army at AESIP 2017 – Present
• Managing a Logistics Information Warehouse (LIW) convergence project that will migrate over 150 applications to
AESIP. Responsible for interfacing with the senior leadership, staffing, budgeting, scheduling and resolving escalated
issues to ensure timely project execution and delivery on schedule within budget.
SAP Program Manager SAP 2016 – 2017
• Implemented a Leonardo co-innovation project, Predictive Maintenance and Service (PdMS) at a Caterpillar plant.
PdMS provides holistic management of asset health and decision support for enabling predictive maintenance and the
optimization of resources based on data science analytics.
• Implemented a Leonardo co-innovation project, Vehicle Insights (VI) at a Caterpillar plant. VI, a cloud-based analytic
service platform, collects and analyzes vehicle and equipment sensor through real time telematic data that can be
integrated with business and customer data to offer new business opportunities, such as fleet management and driver
behavior analysis.
• Implemented a process mining software, Celonis at Dow Chemical that provided ability to analyze and visualize
business processes in real-time which allowed the enablement of rapid process optimization.
SAP Program Manager for US Army at LMP CSC / CSRA 2012 – 2016
• A senior program manager managing a $250M US Army account, responsible for interfacing with client executive
leadership, developing proposals, staffing, budgeting, scheduling and resolving escalated issues to ensure timely project
execution and delivery on schedule within budget.
1

2. Lumi Y. Noah, PMP
(609) 246-8591
noahly2000@yahoo.com
• Managed Logistics Modernization Program Increment 2, ACAT 1 program, to enhance Industrial Base Operations
capability by transforming shop floor functionality with Manufacturing Execution System (MES), SAP CAMS and MII,
implementing Plant Maintenance (PM), enabling Automated Identification Technology (AIT) at 17 depot locations and
adding 15,000 new users to the existing 25,000 user base ERP system. Additionally, implemented Item Unique
Identification (IUID) and Enterprise Equipment Master (EEM) capabilities interfacing with other Army ERP systems,
GFEBS, GCSS-Army and AESIP while complying with DoD Acquisition 5000 development lifecycle process.
Task Order Account Executive for US Army Account CSC 2009 - 2012
• Managed a portfolio of several multi-million dollar task orders. Developed statements of work as well as supported
contract creation to secure new and follow-on work.
• Initiated projects and assigned Project Managers to a task order to manage cost, schedule, and performance while
working to ensure the ultimate success and acceptance of the overall Army program.
• Maintained continuous alignment of program scope with strategic business objectives, and presented recommendations
to modify solutions to enhance effectiveness toward the business goals.
• Built credibility and maintained communication with stakeholders at the highest levels, including those external to the
organization.
• Managed business critical special printing implementation project for SAP ERP Deployment 3 for the Army while
concurrently managing Solution Development Interface Team.
SAP Upgrade Program Manager for US Army at LMP CSC 2008 – 2009
• Implemented first and largest SAP upgrade ECC 6.0 that combined technical and financial (FI) functional enhancements
for the US Army.
• Responsible for overall project plan, communication, status reporting, risk management, and resolving escalated issues
ensuring project is delivered within budget, schedule, and scope.
• Interfaced with client executive leadership for effective project communication and to secure acceptance of deliverables
of the project.
SAP Development Manager for US Army at LMP CSC 2007 – 2009
• Managed the team in technical component delivery and participating in full integration testing to verify that programs
follow standards and meets technical specifications
• Guided the technical team utilizing ASAP methodology in all phases of a software development lifecycle
implementation, including development of specifications, prototypes, design, configuration, testing, Go-Live, user
training and post production support.
2

3. Lumi Y. Noah, PMP
(609) 246-8591
noahly2000@yahoo.com
• Oversaw coordination with functional configuration consultants to ensure accuracy and completeness of functional
requirements, creation of technical specifications and the development of programs according to specifications.
• Planed, developed, and directed the quality assurance process for the team and provided related training to promote
quality products.
Defense Logistics Management System (DLMS) Project Manager for US Army Account CSC 2007 – 2008
• Managed the first successful DLMS compliance implementation for the Army. Prepared Army for emerging
functionality such as IUID and RFID due to successful implementation of DLMS EDI.
• Responsible for communication, including status reporting, risk management, escalation of issues, and in general,
making sure the project is delivered in budget, on schedule, and within scope.
Interface Operations Manager for US Army Account CSC 2003 – 2007
• Supported the United States Army’s mission critical logistics modernization program by deploying and sustaining
interfaces that were developed in SAP Process Integration (PI) and Sun SeeBeyond eGate software.
• Led a team of software developers and UNIX system administrators to manage, prioritize, distribute and oversee
completion of application development and maintenance enhancements for the organization.
• Developed, implemented and reviewed problem prevention and resolution initiatives to ensure a continuous stable
operations environment.
• Interfaced with customers to enhance delivery of service through effective monitoring of programs and process
improvements. Developed metrics to measure the progress.
• Planed, developed, and directed the quality assurance process for the team and related training to promote consistent
quality products.
SAP Implementation Manager for Seagram and USPS CSC 2002 – 2003
• Managed Diageo Seagram’s North America Phase I SAP batch network implementation.
• Managed Diageo Seagram’s North America Phase II SAP batch network implementation.
• Managed United States Postal Service (USPS) ERP implementation with Oracle database as a Basis team lead.
• Developed and implemented service level agreements and support contract for ongoing sustainment maintenance for
USPS
SAP Basis and Database Team Manager for DuPont Account CSC 2001 –
2003
• Planed and executed hardware builds, software installations, version upgrades, and system refreshes.
• Managed DB2 and Oracle database in the SAP ERP landscape and upgraded support packs, SAP kernel patches and
Oracle DBA tools. Researched and applied OSS note corrections and managed transport systems.
• Maintained the United States Postal Service (USPS) and DuPont production landscapes that provided 24x7 production
operations.
• Mentored employees in professional development and career planning as a team leader. Additionally, coordinated and
provided technical training to support organizations.
WebSphere Technical Project Manager for DuPont Account CSC 1999 - 2001
• Led a team of technical resources to ensure daily optimal operations of SAP environment such as monitoring jobs and
performance, account administration, and troubleshooting problems.
• Successfully managed middleware software, Websphere, implementations for a number of business units in DuPont.
• Set strategic direction for the design and integration of Websphere software in DuPont SAP environments.
• Planed and executed stress testing and software upgrades.
• Coordinated with Oracle, NT, UNIX, SAP support organizations to assure reliable 24x7 production operations.
3

4. Lumi Y. Noah, PMP
(609) 246-8591
noahly2000@yahoo.com
• Mentored employees in professional development and career planning.
Information Technology Program Manager E.I. DuPont 1998 - 1999
• Implemented a virtual LAN network, established related firewall access policies, and coordinated training of a new voice
system for relocating 850 users to a newly constructed site in 8 weeks.
• Migrated 500 users to Lotus Notes and assisted shut down of legacy Email systems.
• Specialized in ISDN implementation projects at remote office and small office/home office (SOHO) locations.
• Coordinated and influenced the delivery of effective business strategies to external customers.
• Led a number of project managers on a variety of projects for DuPont business units and acted as a focal point for
escalation of service delivery problems.
Technical Project Lead for Automotive Research and Development E.I. DuPont 1994 - 1998
• Managed Novell, NT, PPP, Sybase servers and administered TCP/IP regional database supporting DuPont units.
• Implemented shared network applications for Windows users avoiding ~$50K in software expenditure.
• Migrated Patchworks server to Novell server saving $7K by eliminating software license fees, and reducing operating
cost by $1.4K per year.
• Migrated Novell server to NT server providing additional storage space and improving technology.
• Installed PPP servers to provide reliable dial-in systems to DuPont Automotive business plants.
• Teamed up with the global network group to implement HP OpenView network management system to proactively
monitor potential problem areas and to provide advanced trouble shooting tools.
• Led an upgrade of network backbone to 100 BaseT hubs improving performance and enabling video conferencing.
• Managed upgrading PBX telephone system to a digital service improving the reliability of remote dial-in service for the
users.
• Standardized desktop and server environments.
• Documented technical procedures and trained support staff.
• Implemented an effective call management process reducing overhead cost.
Certification and Recognition
• Achieved Project Management Institute (PMI) Project Management Professional (PMP) Certification (2001 – Present)
• Certification of Appreciation Award from US Army for successfully completing largest SAP upgrade (2010)
• Chosen one of two elite professionals among over 800 employees to participate in Accelerated Leadership Program for
Next Generation Executives (ALPINE) Program at CSC (2010 – 2012)
• Received CSC Catalyst Project Manager Orientation Simulation Certification (2010)
• Selected to participate in Executive Leadership Program at Cornell University (2011 – 2012)
• Rated a far outstanding performer (highest rating) for four consecutive years and recognized as the top 10% contributor
company-wide on annual performance appraisal (2012 – 2016)
4