LaMima Gilbert-Lewis is a PMP certified project manager with over 10 years of experience managing application and infrastructure projects. She has extensive experience using project management tools like MS Project and managing projects of varying sizes from $10K-$700K. Her background includes managing projects in industries like aviation, financial services, and healthcare. She is skilled in technologies like MS Office, UNIX, SQL, and programming languages like SAS, COBOL, and CICS.

1. LaMima Gilbert-Lewis 4002 Joyful Noise Lane, Indian Trail NC 28079
Home: 704-628-6755 - Cell: 585-703-6939 - lamima@carolina.rr.com
PROFESSIONAL PROFILE
PMP Certified Project Manager effective in leading and directing Application and Infrastructure projects from inception
to launch. More than 10 years of progressive management experience and repeated success in directing project plans
and achieving revenue performance targets using established Project Methodology. Possess a strong and very
established track record in delivery of technology solutions.
BUSINESS & TECHNICALSKILLS
MS Office Suite, Performa (Project Tracking tool), MRF (Proposal writing tool), MDSL (Circuit provisioning tool),
SRM (Supplier Relationship Management), Ariba (Procurement Management) GRM (Global Resource
Management)
PROGRAMMING LANGUAGES: SAS, UNIX, JCL,SQL,COBOL,CICS,TSO
HARDWARE/OPERATING SYSTEMS: IBM Pentiums, Compaq Pros, Dell and HP models. Microsoft
Windows XP, Windows 7, Mainframe MVS/OS
WORK EXPERIENCE
July 2016 – Present
IT Project Manager, UTC Sikorsky Computer Science Corporation
Currently managing portfolio of multiple small to medium projects averaging $10 – $100K per project.
Accountable for each project’s scope of work, budget, schedule and resources. Driven to exceed client
satisfaction by keeping focus on the successful delivery of each service and/or product.
Successfully managed a new Virtual Server project request for Sikorsky client in support of their Pro Pricer
application upgrade. Under tight time restraints was able to gather requirements, submit proposal, obtain
all required approvals for scope, budget and resources, staff and manage the team to build the server
within 24 hours of the approvals and complete full server checklist within 1 week of final signoff. Client
was able to successfully meet their Go Live date and launch a successful application upgrade seamlessly
to their users.
October 2015 – Present
Server Refresh Project Manager, UTC Sikorsky Computer Science Corporation
Responsible for managing the annual Server Refresh for the Sikorsky client. Approximately 60 Servers were
identified refresh eligible for 2016. Worked with client and technical teams to document the new server
requirements, performed the procurement of hardware for physical servers and VM setup for virtual machines.
Obtained resources to load the SOE on the new servers, oversee client checkout and server cutover upon
successful build. Decommission of old server and surplus old equipment back to the Central Data Center.
A major accomplishment involved closing out 40 server checklist from prior years. Checklists dating back to 2010
were left open by prior project managers and engineers. Worked with current resources to close out 37 checklists
within a 6 month timeframe. Currently only 3 open checklists remain open all which are targeted to complete by
the end of this year. Closing these checklists is a big success for the client. The old servers are now in the
process of being decommissioned saving the client from being double-billed for the new and old server.
June 2014 – September 2015
Network Project Manager, UBS Financial Services Computer Science Corporation
Managed the face to face client status of 6-8 Wealth Management projects within the Call Center initiatives
program. Utilizing MS PowerPoint to update and present weekly status to project stakeholders via Conference
calls. This program included the decommissioning and relocating of a major call center, upgrading Avaya
telephony software in the remote data centers, executing ANI functionality fixes and circuit upgrades keeping on
schedule, within budget and exceeding the client’s expectations.

2. WMA Head End Capacity Project
Led $45k project managing a team of 2 engineers and a 3
rd
party vendor to successfully optimize the bandwidth
environment effectively by increasing the head end port speeds at the primary and secondary remote data
centers. Delivered project on time and under budget. A week over week comparison of dropped packets show
that the number of dropped packets dropped significantly since the upgrade.
This key project was a highly visible, high priority project which was transitioned already in flight. Quickly drove
the deliverables to be complete within the time frame required.
IPASS Rebooter & Circuit Installation project
Co-managed $700M project that has installed over 250 remote branch offices with the IPASS rebooter device that
will allow remote access to troubleshoot IPASS issues at the branch. Placed circuit orders and managed the
scheduling and installation of circuits transparent to customers. Also managed the Communications plan
between the branches, vendors and engineering team ensuring prompt notification of upcoming site visits and
installations were sent. Matrixed team of 4 engineers reporting.
WMA Branch Task Force – WMA RBO LEC Diversity Project
Managing work to provide LEC diversity for six WMA branches, project budget $35K. Ordered the circuits using
a circuit provisioning tool, MDSL, and managed the installation schedule and configuration of new BT circuits
using ‘hot cut’ methodology to current network standard. Led the team of one offshore engineering resource
and BT 3
rd
party technician. Completed circuit disconnect requests for existing circuits once new circuit has been
cut over.
Mainframe Upgrade Project
Small but significant contribution to the overall initiative to upgrade the data center mainframes. $20K
budget project to provide network cabling support for the cutovers. Managed remote team to pre-configure
of all required ports, and assign VLAN's for the new connections in the data centers.
October 2011 – June 2014
Project Manager – IPT Transformation, UBS Financial Services Computer Science Corporation
IPT Transformation Project
Responsible for managing the Procurement Process for several Transformation and PMO related projects
on the UBS account. Managed procurement requests using CSC Procurement tools (PST & SRM) from
start to finish to ensure they were processed in a timely and efficient manner. The process involves using
several tools and interacting with several internal groups. Participated in an effort to lessen the overall
time it takes to generate a Purchase Order for a supplier. The goal was to ensure POs are requested
correctly, processed quickly and goods delivered on time. Ultimately customer satisfaction has increased.
Significant accomplishments:
Participated Lean Six Sigma event as a major contributor to lessen the Purchase Order time
Documented a check list to assist requestors in correctly identifying the documents needed to ensure
procurement request are submitted correctly. Reducing the re-work.
Developed a step by step user guide on the entire UBS procurement process that is used by other Project
Managers.
Have been identified as the Subject Matter Expert on the steps and tools to process a request for a
Purchase Order on the UBS account.
Facilitated daily and weekly calls jointly with the Material Management Organization to coordinate and
monitor orders in the pipeline and ensure expedited request were being addressed efficiently.
As a result of participating in the Lean Event and developing documents to help facilitate the process the
PO time has been greatly improved. Leadership, management, negotiating and vendor relationship skills
have grown over the past year.

3. February 2010 – October 2011
Project Manager – Xerox Corporation Computer Science Corporation
Lead small to medium mainframe application projects with varying degrees of complexity. Facilitated the
definition of the project scope, goals and deliverables. Developed & maintained project plans using the Global
Integrated Process Model best practices.
June 2006 – February 2010
Project Manager – Xerox Corporation Electronic Data Systems. HP
Application Development
Managed enhancement work estimated over 40 hours received as a request through the global ticketing system.
Lead a team of 3 onsite and 5-7 offshore resources to ensure the timely delivery of the final product. Maintained
the project workbook tracking required project documents including, Risk & Issue Management, Project Schedule
and Quality Inspections.
January 1995 – June 2006
Systems Programmer – Xerox Corporation Electronic Data Systems. HP
Application Development
Mainframe programmer providing programming & production support for mainframe Cobol applications on the
Xerox account. On-call rotation for 24/7 support to resolve incidents.
EDUCATION
BS Degree Computer Information Systems Rochester Institute of Technology, Rochester, NY Spring 1994
PROFESSIONAL ORGANIZATIONS
Member of Project Manager Networking Group – LinkedIn, Member of Project Management Institute
CONTINUED EDUCATION
MS Project, Six Sigma Yellow Belt: DMAIC: Analyzing the Process, Improving the Process