Deborah Mohney is an experienced SAP project and program manager with a background in manufacturing. She has led multiple projects involving SAP implementations and upgrades. Her strengths include budget control, addressing issues to maintain schedules, collaborating with teams, and delivering project documentation. She has experience managing projects of varying sizes, from under $1M to over $6M.

1. Consultant Profile
Deborah L. Mohney Project Management Professional
Program and Project Manager PMP Number 199288
Rochester, MI
Profile
SAP project and program manager with extensive manufacturing industry experience
leading and executing support roles in co-location and virtual team projects. Created,
modified, and compiled documentation to drive project accountability. Collaborated with
outsourced providers from India.
As an SAP project and program manager I provide project deliverable solutions.
Management relies on personal knowledge to identify and then eliminate or escalate project
roadblocks that hinder project deliverables. For example:
♦ Increased probability of project failure through scope creep. Continually educating
project team members to embrace visibility of scope modification through change
control. The number of written change controls increased along with project
understanding.
♦ Budget rate of spend is key to successful project and program management.
Tracked and displayed through graphics planned versus actual labor. Periodically
discussed with appropriate project team members issues and agreed to action plan
for resolution. Budget consumption easily understood.
♦ Go-live date at risk due to a missed planning phase milestone, like no business
requirements team formed. While waiting for my project team, I worked with the
business documenting critical path business requirements. The project remained on
schedule.
♦ Ramp-up time is needed for new SAP provider, with SAP AP on the critical path. I
outlined for the business and provided examples of the information required to
configure AP banking. The business supplied the information and faithfully executed
project tasks to meet project deadlines.
♦ Project scope cannot be increased and simultaneously completed by the go-live
date. As a solution I documented, presented, and secured approval for manual
financial business processes. The project remained on schedule.
Thrive in an environment that offers challenges of increased complexity.
♦ Began with one small project, transitioned to running multiple projects, and then a
program.
♦ Project management started at project preparation to managing inflight projects.
♦ Directed budgets ranging from less than $1M to just over $6M.
♦ Increased number of IT resources from 2 to 135.
♦ Addressed stalled processes through checklist execution. Converted to facilitating
morning market meetings and problem strips.
Page 1 of 5

2. Technical
Focus on meeting charter objectives within corporate project management guidelines.
♦ Expert in project budget control, and willing to coach other project managers. Critical
tools for budget control are change control documentation outlining positive and
negative spending scope changes, a project portfolio management tool, excel, and
SAP.
♦ Comfortable with reading and putting into practice corporate project management
methodology and corresponding tools. This extends to implementing a new
methodology as was done with Capability Maturity Model Level 2 certification.
♦ Proficient in documenting and reviewing project management gate deliverables given
corporate requirements to provide proof the project is progressing as required.
♦ Knowledgeable in project management and willing to provide hands on support to
alleviate actual or forecasted slippage in task execution.
♦ Enjoy working with team to document and implement process improvements,
thereby, removing project roadblocks.
Experience/Project Work
Industry: Medical and Dental Imaging Systems located in Rochester New York
Project Description/Scope: ECC 6.0 ERP and HR technical upgrade from project
preparation through go live and support
Role: Program manager with project management responsibilities
Duration: 9 months from February 2012 through estimated completion November 2, 2012
Responsibilities/Deliverables: Work with vendor and technical leads to finalize resource
load sheets. Educate on the importance of executing early warning indicators of project
overspend and resource underutilization. Teach criticality of documenting change control for
upside and downside spending. Reinforce program goals with project management.
Execute HR project management.
Achievements: Focusing on budget control while addressing late tasks and issues to
maintain agreed upon go live date.
Project Description/Scope: ECC 6.0 prerequisite program containing Business Objects
Data Services (BODS), Business Warehouse, Governance Risk Compliance (GRC), HP QC
/ Solution Manager, 720 GUI, Enterprise Portal (EP), Tivoli Work Scheduler (ITWS), Citrix,
and File / Messaging Server solution (WebMethods / MQ Series) from project preparation
through go live and support
Role: Program manager with project management responsibilities
Duration: 13 months from October 2011 through estimated completion November 2, 2012
Responsibilities/Deliverables: Commence executing project management until project
managers are assigned to program. Allocate program dollars between projects to enhance
budget accountability. Build staffing plan and execute to it. Collaborate on execution of
infrastructure requirements. Oversee program schedule and assist project managers to
address past due tasks. Execute project management and corresponding gate deliverables
for GUI, EP, ITWS, and Citrix.
Achievements: Integrate functionality going live with ECC 6.0 ERP/ HR upgrade and
stabilize residual functionality by September.
Page 2 of 5

3. Project Description/Scope: In-flight warehousing project (warehouse management,
investment management, and XPS parcel shipping / manifesting) from business blueprint
through go live support. Dashboards (BP&C Application and Business Objects Xcelsius)
from project preparation through go live support
Role: Project manager
Duration: Warehousing 7 months from April 2011 until October 2011 and dashboards 11
months from April 2011 until March 2012
Responsibilities/Deliverables: Warehousing project focused on collaboration between
business project leader and project manager to drive project goals and execution of project
management gate deliverables. Dashboard project, on the other hand, focused on project
schedule, budget control, meeting coordination, and assembling project management gate
deliverable documentation.
Achievements: Worked collaboratively with project teams to bring quality projects live and
stabilized within agreed timeframe of 4 weeks for warehousing and 6 weeks for dashboards.
Project Description/Scope: Project systems from realization through go live support
Role: Testing coordinator transitioning to project manager
Duration: 5 months from November 2010 until April 2011
Responsibilities/Deliverables: As project manager the main focus was support of project
team to achieve multiple go lives, stabilize project, and complete gate deliverables.
Achievements: Executed, stabilized and closed transitioned project.
Industry: Automotive Supplier Located in Troy Michigan
Project Description/Scope: SAP accounts payable from project preparation through go live
and support
Role: Finance project manager for divestitures
Duration: June 2007 through March 2010
Responsibilities/Deliverables:
♦ Project Scope Management: Project scope cannot be increased and simultaneously
completed by the go-live date. As a solution I documented, presented, and secured
approval for manual financial business processes (see recommendation Paul Calhoun).
♦ Project Risk Management: Anticipated risk by documenting assumptions in short-term
banking solution during the requirements gathering process. Assessed risk through test
results and reworked training materials as required.
♦ Project Quality Management: Applied Project Management Body of Knowledge when
documenting divestiture AP bank testing requirements; developed a roadmap to
achieve. Maintained continuous quality process improvements through detailed process
flows. Identified root causes of quality issues and formulated corrective action to
minimize quality client failures (see recommendation Ann Noble)
♦ Project Time Management: Prepared AP bank testing project schedule to accommodate
interdependencies as well as critical path test deadlines to ensure timely project
completion. Worked off-hours to uphold divestiture schedule (see recommendation
Andrew Perry.)
Achievements: Impelled accounts payable divestiture solutions and eliminated
organizational roadblocks in finance to meet targeted divestiture dates.
Page 3 of 5

4. Project Description/Scope: SAP internal orders, investment management, fixed assets,
accounts receivable, general ledger, order to cash, manufacturing, and SAP optimization
(see recommendation Roger Hale) from project preparation through go live and support.
Role: IT project manager
Duration: October 2002 through June 2007
Responsibilities/Deliverables:
♦ Project Integration Management: Collaborated with EDS to implement less costly
legacy work order data archiving solution. Facilitated development gate review approval
process, improving deliverables throughput. Performed integrated change control and
updated project management plan.
♦ Project Scope Management: Creatively commenced cockpit project without SAP
functional resources. Interfaced with business knowledge experts to compile business
requirements for the Manufacturing Execution System interface (see recommendation
from Sundar Koduvayur).
♦ Project Cost Management: Contributed to the development of estimated costs for $3
million project. Reworked documentation in compliance with Capability Maturity Model
level 2 specifications. Recognized for flawless final assessment, and acknowledged for
approved budget modifications.
♦ Project Human Resource Management: Documented roles and responsibilities for
first-ever request for quote SAP fixed bid. Collaborated with TCS controlling resource to
support training.
♦ Project Communications Management: Fulfilled stakeholder needs through working
meetings and distribution of meeting minutes. Collated project status reports for senior
management.
♦ Project Procurement Management: Successfully negotiated resolution to late project
status through procurement instead of in-house development. Tracked vendor
performance to contracts, and upon completion closed the purchase orders.
Achievements: Lead SAP IT projects while accumulating fundamental tools of project
management.
Project Description/Scope: N/A
Role: Manager of common processes and SAP functional client support lead
Duration: June 1999 through October 2002
Responsibilities/Deliverables: Functioned as corporate subject matter expert, and
managed business initiative to implement SAP finance. Personally responsible for financial
SAP development requests. Facilitated divisional meetings to close or prioritize
development aspects of the releases. Tracked development activities to predetermined
resolutions.
Achievements: Successfully championed common solutions to improve accounts
receivable cash flow. Guided programming as well as business process resolution toward
common and lean.
Page 4 of 5

5. Industry: Automobile Manufacturer and Component Supplier Located in Detroit Michigan
Project Description/Scope: N/A
Role: Administrator (Manager) finance accounting to college internship
Duration: May 1983 through June 1999
Responsibilities/Deliverables: Managed a staff of 18 and was responsible for accounts
receivable, accounts payable, billing, fixed assets, general ledger, tooling, taxes, bailment,
and cashier. Also accountable for human resource management, planning, recruiting, and
employee development. Worked at GM World Headquarters learning corporate
consolidation. Compiled monthly GM earnings and forecast package. Streamlined
actual/forecast process to reduce overtime and improve job accountability. Helped to create
a successful Powertrain Product Cost consolidation with inventory as the key responsibility.
Identified and eliminated process weaknesses to resolve inventory imbalances.
Developed/implemented consistent LIFO procedures and coordinated LIFO audit for
external auditors. Other positions included accounts payable, payroll, factory accounting,
accounts receivable, and time office.
Achievements: Excelled in a number of capacities while constructing a strong personal
foundation of knowledge in finance.
Education & Certifications:
Master of Science in Project Management, Boston University, September 2007
Six Sigma Certification, February 2005
Project Management Professional, Project Management Institute, September 2004
Capability Maturity Model Level 2 Flawless Assessment, December 2003
Basics of Supply Chain Management, APICS, August 2002
Master of Business Administration, University of Michigan, April 1990
Bachelor of Business Administration in Accounting, Saginaw Valley State University,
April 1984
Citizenship: United States
Mobility: Passport expiration August 15, 2017
Languages: English
Page 5 of 5