Over the past 17 years, he has worked with numerous companies in Atlantic Canada, assisting with system development, operations planning and marketing initiatives; ensuring suitable alignment of technology with your long-term business goals. His consulting experience, project management, and business analyst background constitute the perfect fusion of skills to ensure requirements are identified; resolving projects on time and budget. Unlike others with similar skills, his commitment to customer satisfaction is unmatched. His outstanding IT skills encompass IT security audit and reporting adhering to CISSA Standards.
Over the past 17 years, he has worked with numerous companies in Atlantic Canada, assisting with system development, operations planning and marketing initiatives; ensuring suitable alignment of technology with your long-term business goals. His consulting experience, project management, and business analyst background constitute the perfect fusion of skills to ensure requirements are identified; resolving projects on time and budget. Unlike others with similar skills, his commitment to customer satisfaction is unmatched. His outstanding IT skills encompass IT security audit and reporting adhering to CISSA Standards.
As an experienced IT professional with over 6 years of experience in IT industry, and over 10 years in Business Information Systems, providing Information Technology (IT) support and solutions to a variety of industries from Financial Services to the manufacturing sector and from Agri-business field to e-business, e-commerce and digital marketing. I have offered a vast array of support options including technical support services, for Microsoft Windows server, Windows/ desktop environments, Wireless networks setup (Wi-Fi), LAN, WAN and SAN network management setup, and a range of Technical Services, IT Asset Management, Security Solutions, Backup Solutions, Digital Signage Solutions and IT Management Services.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
As an experienced IT professional with over 6 years of experience in IT industry, and over 10 years in Business Information Systems, providing Information Technology (IT) support and solutions to a variety of industries from Financial Services to the manufacturing sector and from Agri-business field to e-business, e-commerce and digital marketing. I have offered a vast array of support options including technical support services, for Microsoft Windows server, Windows/ desktop environments, Wireless networks setup (Wi-Fi), LAN, WAN and SAN network management setup, and a range of Technical Services, IT Asset Management, Security Solutions, Backup Solutions, Digital Signage Solutions and IT Management Services.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
225
C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
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226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
SUMMARY
Shawn brings 20+ years of experience in Fortune 1000, SMB private, and startup companies. Adept at providing innovative solutions across all stages of the Enterprise Technology Transformation: Portfolio, Product, Program, and Process Strategy Execution, while reducing non-value-added costs (Muda) to meet customer needs. Evangelizing platforms that enrich the foundational digital footprint enabling SOA models increasing throughput, agility, scalability, and speed to market. Shawn is an ideal partner to advance Enterprise Strategic Operational Excellence. He is well-rooted in systems thinking, executive leadership with a globally diverse enterprise experience.
QUALIFICATIONS
Team Building, Team Management, Leadership, Personnel Management, Agile and Lean Methodologies, SAFe, SDLC, Value Stream Mapping, Roadmap Creation, Strategic Alignment, Enterprise Initiatives, Communication Plans, Vendor Management, Six Sigma, Lean DevOps., Lean MVP, Kanban, DMAIC, ITIL, Workflow Analysis, KPI, Value-Based Prioritization, Business Process Optimization, Continuous Improvement, Cycle Cost Analysis, Acquisitions, DMAIC, ITIL, Organizational Change, Portfolio, Product, Program, Project Management.
1. Lori Lee Stultz
6237 21st
Street, N, Arlington, VA 22205 | 703.863.5604 | lorileestultz.@comcast.net
Summary
Customer-oriented professional brings more than 20 years' successful consulting experience with
commercial and government clients - working with team members at all levels within an organization.
My success is built upon strong communications and interpersonal skills, as well as expertise in business
process design and documentation; project planning and management; knowledge management; best
practice research; group facilitation, creative problem solving, and collaboration. I am seeking a
position where I can be a valued member of a high performance team, a position that will leverage
my exceptional coordination, organizational, time management, and communications skills. Following
is a summary of representative projects.
Experience
Project Lead Fall 2015
National Credit Union Administration Alexandria, VA
The National Credit Union Administration (NCUA) was gearing up for major overhaul of its legacy
systems. I delivered a parallel change management strategy to enhance employee engagement – a critical
success factor for organizational realignment and acquisition initiatives. The tag line for change became
“driven by modernization, powered by employee engagement.”
The strategy included an engagement survey, built using Society of Human Resources templates and
launched using Survey Monkey, a thematic analysis of survey results, and a series of communiques
including emails, brown bags, and all hands. The survey results helped assess the employees’
readiness for change and modernization of legacy systems.
Project Lead 2007 – present
Naval Sea Systems Command (NAVSEA) Washington Navy Yard, DC
For the CIO's office, I have successfully scheduled, coordinated, and executed the refresh of more than
80,000 Navy/Marine Corp Intranet (NMCI) seats (desktops/laptops) across NAVSEA's 100-plus sites -
on schedule and to specifications. I develop annual refresh schedules, based upon seat life cycles and
site needs, and work with the Program Management Office (PMO) to formalize and resource Project
Schedules. I coordinate across NAVSEA information technology (IT) leads, Hewlett Packard Enterprise
Services (HPES) refresh managers, and Navy NMCI program management staff to develop orders, steer
NAVSEA IT leads through all decision gates in the refresh discipline, and monitor and report deployment
progress at each site. I trouble shoot all issues and share lessons learned across the enterprise. I am
currently providing subject matter expertise to define seat refresh business processes under the recently
implemented Next Generation (NGEN) contract.
Facilitator 2006 – 2007
Office of the Secretary of Defense Crystal City, VA
I gained the trust and respect of the Assistant Deputy Undersecretary of Defense for Acquisition,
Technology, and Logistics, during my tenure with the OSD. I planned and facilitated the Enterprise
Integration Group – a cross-Service/Agency group designed to bolster Program Managers for DoD
Enterprise Resource Planning (ERP) implementations. Under the Assistant Deputy's leadership, I
handled all aspects of the forum including agenda topics, targeted guest speakers,logistics, etc. Program
2. Managers could share lessons learned and collaborate on common issues, e.g., vendor negotiations and
compliance with acquisition regulations. As directed by group leadership, I conducted supplemental
workshops to explore specific issues using Lean Six Sigma methods.
Process Engineer 2005 – 2006
US Patent and Trademark Office Alexandria, VA
I was cherry-picked by the managing principal of The Legacy Network and Grant Thornton to examine
performance of the trademark publication and mark issue process. The trademark office had already
web enabled the online submission of applications, but it had not yet reviewed the backend review
and issue processes. I interviewed experts from every role that "touched" a submission, documented the
"as is" process; validated with focus groups and senior leadership, analyzed interdependencies, handoffs,
bottlenecks, and workflow, and developed a series of recommendations including a case management
approach and organizational model. After a careful review of the processes, I produced analyses and
recommendations that led to an interdisciplinary, case management approach that better aligned the
review process with PTO goals of reduced cycle time, reduced rework, and increased accuracy. Our
team was selected to implement the recommendations.
Project Management 2001 – 2003
NAVSEA HQ/NMCI Washington Navy Yard, DC
As a Project Manager for the NMCI Transition Team at HQ, I designed and implemented processes and
tools for initial cutover to NMCI - a revolutionary change from "business as usual" for the delivery of IT
services to the NAVSEA workforce. Adoption of the new computing environment met countless
challenges including substantial user and organizational resistance. Successfulimplementation was
achieved using process design and change management strategies as follows. I delivered user
communications via briefings, web content, handouts, user surveys, and training, conducted an inventory
of existing hardware to transfer asset ownership to the vendor, designed a process to certify legacy
applications to run on the NMCI, designed a process to deploy and test NMCI seats,and defined tool
requirements to generate seat acceptance checklists tailored to each user. The methodologies used at HQ
became the basis of HPES’ Execution Discipline.
Process Engineer 1999 – 2000
Choice Hotels International Silver Spring, MD
Based upon past performance,I was hand-picked by Choice Hotels' Senior Vice President, Brand Value, to
lead a business process reengineering initiative within their hotel brand franchise operations. The on-line
process, the time from an executed license agreement through the day a Choice hotel opens, was not
understood, documented, and produced inconsistent results. To ensure a comprehensive view of the "on
line process," a 17-member, cross- functional team of business experts was created. Using project
management skills and a proven reengineering methodology, I led the team through all phases of
reengineering including customer preference and industry best practices research, process analysis and
design, organization modeling, and the identification of enabling technology.
Qualifications
BS, Political Science, James Madison University
Authored NAVSEA Community of Practice,Practitioner’s Guide, Version 1.0a May 2001
Active Secret clearance
Proficient in MSOffice tool suite
Dedicated home office with complete MSOffice Suite products