Daniel W. Stratton has over 20 years of experience in operations management, project management, and software development. He is currently the Operations/Engineering Manager at the Church of Jesus Christ of Latter-day Saints where he supervises a team of 27 employees supporting worldwide, mission critical applications. Previously, he held project manager and IT operations manager roles at other companies. He has a track record of improving metrics like system uptime, reducing budgets, and using Agile methodologies.
Senior-level IT executive with demonstrated skills and strengths developing and implementing strategic and tactical IT project and service delivery solutions; build and deliver strategic value through the effective design, management and implementation of software, hardware and service management initiatives that are positioned for growth, best in class and leading edge.
Senior-level IT executive with demonstrated skills and strengths developing and implementing strategic and tactical IT project and service delivery solutions; build and deliver strategic value through the effective design, management and implementation of software, hardware and service management initiatives that are positioned for growth, best in class and leading edge.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
The ADD is acronym of Assess, Design and Deliver. This is a model, not a framework, that describes how the ITIL consultancy delivers not dictates the consultants to follow. As of the ITIL is a best practices framework, its implementation will vary from organization to another, that keep the consultancy project success ties with delivery approach. So, I tried to put a holistic model starting with assessment through design till delivery.
Preparing for Workday 23: A Practical Approach to Release ManagementNGA Human Resources
It’s critical that your organization has a repeatable strategy for mapping Workday 23 release notes to your individual solutions, and that you understand the impacts the releases could potentially have on your business processes. Having a solid strategy in place enables HR and IT to team as strategic drivers in the business.
During a 30' webinar, NGA explained:
- How Workday releases impact your business
- Effective methodology for reviewing and implementing release notes
- The importance of standard and repeatable test planning
- Resource planning and allocation strategies for success
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Stakeholders in the service management improvement plan are defined as groups and individuals interested in,u00a0are involved in, or will be affected by its ongoing development.
Content reflects the requirement to update the meeting with progress on service management achievements and progress on service performance, project involvement, implementation, and personnel updates of a general nature.
Formal capture of regular content should be agreed upon.
A standard plan should form the basis of the communication output from this meeting, with each meeting's minutes in line with the schedule.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
The ADD is acronym of Assess, Design and Deliver. This is a model, not a framework, that describes how the ITIL consultancy delivers not dictates the consultants to follow. As of the ITIL is a best practices framework, its implementation will vary from organization to another, that keep the consultancy project success ties with delivery approach. So, I tried to put a holistic model starting with assessment through design till delivery.
Preparing for Workday 23: A Practical Approach to Release ManagementNGA Human Resources
It’s critical that your organization has a repeatable strategy for mapping Workday 23 release notes to your individual solutions, and that you understand the impacts the releases could potentially have on your business processes. Having a solid strategy in place enables HR and IT to team as strategic drivers in the business.
During a 30' webinar, NGA explained:
- How Workday releases impact your business
- Effective methodology for reviewing and implementing release notes
- The importance of standard and repeatable test planning
- Resource planning and allocation strategies for success
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Stakeholders in the service management improvement plan are defined as groups and individuals interested in,u00a0are involved in, or will be affected by its ongoing development.
Content reflects the requirement to update the meeting with progress on service management achievements and progress on service performance, project involvement, implementation, and personnel updates of a general nature.
Formal capture of regular content should be agreed upon.
A standard plan should form the basis of the communication output from this meeting, with each meeting's minutes in line with the schedule.
George C Larsen Resume IT Service Managementgclarsen0415
Award-winning Senior Technology Manager with extensive business experience in the implementation and operation of large-scale, complex enterprise solutions to deliver defined business outcomes including performance efficiency, control costs, and mitigate operational risk. Life cycle management expertise of ITSM-compliant solutions from ideation to user adoption. A successful leader with proven success in process improvement, automation, building, and managing highly skilled technical teams. Created efficiencies through the utilization of technologies, business acumen, and innovative solutions as well as influencing positive change across the enterprise.
System
Implementation: Highly skilled in all areas of strategic planning, process design, system development, release and performance testing, end-user training, and adoption. Proven ability to have a major impact on infrastructure stability, cost allocation and recovery, KPI, and metric reporting.
Leadership: Exceptional leadership abilities and the capacity to build, train, and mentor highly skilled technical service and operational teams. Strong communication and problem-solving skills with the ability to bridge technical and business audiences.
Operations
Management: Proven ability in managing the efforts and activities of people, capital, and infrastructure resources to drive a fact-based decision-making culture and infuse energy into a business through new process development and Lean operating techniques.
Specialties: ITIL standard Processes: Service Strategy, Service Design, Service Transition, Service Operation, Infrastructure Operations, Infrastructure Services, Process Management, Capacity Management, Operating Level Agreements & Service Level Agreements, Managed Service Delivery, Continuous Service Improvement.
George C Larsen_ITSM 05302024.docx SlideSharegclarsen0415
Senior Technology Manager with extensive business experience in implementing and operating large-scale, complex enterprise solutions to deliver defined business outcomes including performance efficiency, control costs, and mitigate operational risk. Proven ability to significantly impact infrastructure stability, cost allocation, recovery, KPI, and metric reporting.
Leadership: Exceptional leadership abilities and the capacity to build, train, and mentor highly skilled technical service and operational teams. Strong communication and problem-solving skills with the ability to bridge technical and business audiences.
Operations Management: Proven ability in managing the efforts and activities of people, capital, and equipment resources to drive a fact-based decision-making culture and infuse energy into a business through new process development and Lean operating techniques.
Specialties: ITIL standard Processes: Service Strategy, Service Design, Service Transition, Service Operation, Infrastructure Operations, Infrastructure Services, Process Management, Capacity Management, Operating Level Agreements & Service Level Agreements, Managed Service Delivery, Continuous Service Improvement.
Latest resume for John Karagiannis. Interested in Director of IT, Sr. IT Manager, Product Management, Portfolio Management and Sr. Project Management roles in the Chicago land area.
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
1. Daniel W. Stratton
5278 W 10740 N, Highland, Utah 84003 ♦ dwstratton@gmail.com ♦ (801) 949-1476
Feb 2012 to Present: Operations/Engineering Manager, Church of Jesus Christ of Latter-day Saints, Salt Lake City, UT
Supervise team of 27 of developers, quality assurance engineers, project managers and systems administrators in support of
worldwide, mission critical web-based applications. Collaborate closely with other teams (application, middleware, platform) to
prioritize and coordinate work. Focus on increasing system stability, recoverability. Converted teams to Agile methodology, training
and tailoring to our needs, increasing throughput and customer satisfaction. Assisted director by planning, arranging and delivering All
Hands meetings, designing training, content and speakers. Provide training classes in management/time management/productivity.
• Increased system uptime to 99.8% by reengineering and standardizing platforms, improving monitoring and escalation processes.
• Reduced bug backlog 82% in six months by reengineering processes and team collaboration and incentives.
• Designed metrics for senior management for each system and application, demonstrating health and identifying needs.
• Reduced $2.1 million maintenance budget by 55%, allowing reallocation of funds for development of new features.
Nov 2009 – Feb 2012: Project Manager, Church of Jesus Christ of Latter-day Saints, Salt Lake City, UT
Provided program and project management for worldwide IT organization. Managed multi-million dollar programs to implement,
enhance and maintain mission-critical enterprise applications. Managed project teams to scope, schedule and budget. Negotiated
software and service contracts with vendors, measuring performance of contracts.
• Led requirement development meetings, bringing multiple departments together, focusing on communication and like-processes.
• Organized and managed multi-project program to replace worldwide property management system, gaining partner engagement
and buy-in through communication and leadership.
• Led team through vendor selection and contract negotiations, maintaining momentum and focus.
• Coordinated multiple vendor and internal teams, organizing work to reach project goals on time and within budget.
• Monitored vendor billing, contesting overcharges through record keeping, recovering $75,000.00 of over-billing.
Sep 2005 – Nov 2009: IT Operations Manager, SuperValu / Albertsons, Boise, ID
Guided several offsite and offshore operational support teams of size 7 to 48 through transitions, focusing on increasing service levels,
capabilities and performance. Supported applications ranging from payroll, EDI, and point-of-sale. Trained and used ITIL/ITSM
event, incident, problem, change and release processes, directed resolution of service outages and managed lifecycle of large systems.
• Increased successful ticket resolution measure from 68% to 91% by setting metrics, cross-training and mentoring.
• Reduced overtime of PeopleSoft Admins by standardizing processes and hiring during conversion of HRIT system for 250,000.
• Reduced $1,580,000 annual support budget by 30% through purging redundant applications, aggressive license management,
transitioning of low-end work to offshore (India) staff and reduction / redirection of onshore staff.
• Improved software license compliance, determining needs and eliminating unauthorized installs, reducing penalties by $1 mill.
• Designed effective metrics and participated in monthly departmental presentation to sr. management, raising team performance.
Feb 2005 – Sep 2005: Sr. Process Lead – Deployment Team, Albertsons, Boise, ID
Created new and improved existing change management processes for team. Trained processes and best practices to teams involved in
development and support of software. Wrote initial SOX compliance rules and implemented verification process.
• Designed, integrated, and promoted new Transfer to Production process across multiple teams, increasing smoothness and quality
of software releases and decreasing change related outages. Championed ITIL and ITSM for Incident and Change management.
Nov 2004 – Feb 2005: Quality Assurance Lead, CRI Advantage, Boise, ID Led team of contract testers to comprehensive
testing of large, integrated system, reporting defects prompting reevaluation of entire project, saving state government over $6 million.
Oct 2000 – Jan 2004: Development Manager, Quality Design Systems, Meridian, ID
Managed twelve software programmers and QA engineers in development of flagship product. Managed multiple projects with
conflicting priorities, assigning resources to bring projects in on time and budget. Member of senior leadership team. Participated in
strategic planning, created and executed capital and operating budgets of $1 million. Negotiated vendor contracts and service levels.
Provided support for other departments, including call center and client services.
• Designed development processes (Agile) increasing output by 400% and productivity by 100% and reducing defects by 80%.
Jun 1990 – Oct 2000: Multiple Software Development positions in HRIT (payroll, training, performance mgmt.) retail,
finance, and banking. Included design, development, testing and rollout of systems. Primary emphasis in database engineering.
EDUCATION
Bachelor of Science / Business Management, University of Phoenix, Boise, ID
Associate of Applied Science, Applied Technology Idaho State University, Pocatello, ID
PROFESSIONAL DEVELOPMENT AND TRAINING
Certified ScrumMaster, Certified Product Owner - Scrum Alliance Certification
Project Management Professional Certification (expired) - Project Management Institute
ITIL IT Service Management Essentials 3.0 Certification - Exin
Japanese language and culture – lived two years in Japan