Rich Frey External 3_2015

International Business Machines
Richard Frey, PMP
IBM Certified Project Manager
Cell: 479-287-9185
rfrey@us.ibm.com
PROFILE
Mr. Frey has over thirty seven years of IBM services experience. His experiences include field
service as a Large System CE, Instructor in the IBM Chicago Education Center, Field Manager of
a Mid-Range territory and a Large System territory and Project Manager. He has also held staff
positions as a liaison with Banking Customers across numerous IBM offices and Large System
Product coordinator on Western Area TAG staff which involved working all western area Branch
Offices and the IBM Large Systems manufacturing plant.
As a Project Manager, Mr. Frey has lead a number of multi phase multi year projects. Projects
include Data Center relocation / migrations, Data Center construction services, Point of Sale
rollouts, XP and desktop migrations, LAN/WAN Cabling and network infrastructure installation
and upgrade, and Application Portfolio design. He also has experience with ATM banking
networks, public utilities, city and county government and retail customers.
CAREER HISTORY (Relative IT Roles)
1979 - Present IBM Global Services
Mr. Frey was certified as a Professional Project Manager (PMP) by the Project Management
Institute (PMI) October 13, 2000, re-certified 2003, 2006, 2009 and 2012.
Mr. Frey was certified as a Senior Project Manager level March 1, 2001, re-certified 2004, 2007,
2010 and 2013.
Mr. Frey has received Certificate of Advanced Project Management from Stanford University.
ASSIGNMENT HISTORY (Project Description and Contribution)
 Mr. Frey was a Project Manager on large international trucking firm network migration of
6,000 plus cables. Duties included planning and executing 6 network migration waves. Managed
team responsible for identify cable locations, implementing switch and port configurations, and
sub-contractors responsible for the physical move. In addition, he responsible for estimating
outage durations and resource requirements needed for each migration wave. . Attended mix
vendor meetings and held planning meetings.
 Mr. Frey was a Project Manager on Casino and Headquarter phone / network upgrade
project. Duties included: running weekly status meeting, updating Project Plans, gathering
inventory, and updating inventories.
 Mr. Frey was a Project Manager on Server relocation requirements and data gathering
project. Client was planning to move their data center into COLO Managed facility. Duties

Richard Frey, PMP
Cell: 479-287-9185
rfrey@us.ibm.com
included: running weekly status meeting, creation of Project Plan, gathering server inventory,
interviewing application owners and developing move groups.
 Mr. Frey was a Project Manager on Server relocation project. Client sold a division and
the servers / applications must be isolated and split. Duties include: working with Network,
Storage, Unix, Windows, Floor Management to ensure space, power, cabling, SAN, Firewall and
DNS have been provisioned and completed prior to server move.
 Mr. Frey was a Project Manager on Containerized Data Center (CDC) design project.
Duties included meeting with client, design engineers, CDC manufacturing and construction firm.
Mr Frey, was a Project Manager on a Data Center relocation project. Relocation included
moving virtual servers, physical servers and virtualization of physical servers whenever possible.
Duties included, meeting with Application Analysts, Server, Network and Storage engineers,
Monitoring and other areas as required in order to create Application Move / Virtualization
Books. To manage the move event, the application books were consolidated into a Wave Move
Day Time Line. Moves included both Windows and Unix based applications. 
Mr Frey, as one of two Project Managers on a three year / three phase data center renovation
project in two separate data centers. First phase installed two 500 ton chilled water system in one
data center. Phase two added two 500 ton chilled water system in the other data center and phase
three added a third 500 ton chiller and two UPS systems in both data centers simultaneously.
Duties include: project planning, financial management, construction management, and day to day
management of eight trades working simultaneously.
 Mr Frey, managed nine contracts for large retail client. Projects were mix of professional
services and staff augmentation. Duties include finical reconciliation, weekly status meetings,
hiring replacement staff as required, attend client meeting and document on-going staff projects.
 Mr. Frey was a project manager on a project team responsible for upgrading POS systems
for a national electronics chain. Two year project responsible for migrating all of their retail sites
from a NT to a XP operating system. Project scope included; in store server consolidation and
upgrade, replace or reloading all POS and workstations. Mr. Frey’s responsibilities included
working with a EUS field services to create schedule and tracking process, publish weekly status
reports, conduct weekly status and training meetings.
 Mr. Frey lead a CISCO router and switch deployment to 1800 sites for a national retail
store chain. Engagement originally started as a Satellite deployment to 1800 retail stores across
the U.S. Upon completion of the pilot sites, the customer’s network traffic showed that it was not
“satellite ready” when the pilot sites began experiencing response time issues. The projected was
reevaluated and the customer decided to discontinue satellite deployment, contract their AT&T
frame circuits through IBM and deploy new CISCO routers and switches to all 1800 sites. Mr.
Frey’s responsibilities included working with a configuration center to create schedule and

Richard Frey, PMP
Cell: 479-287-9185
rfrey@us.ibm.com
tracking process, publish weekly status reports, conduct weekly status meetings, and work with
configuration center to consolidate, configure and ship equipment to all sites. In addition, Mr.
Frey had to create a process to order frame circuits and equipment for new stores.
 Mr. Frey lead a mainframe tape and DASD Single Point of Failure / High Availability
consulting engagement at a large SO account. Consulting engagement consisted of reviewing
mainframe tape and DASD storage environment, past outage reports and making
recommendations on how to improve availability. Mr. Frey’s responsibilities included creation of
a project plan, daily / weekly project plan updates, updating weekly reports, managing consulting
team, interfacing with IBM and customer personal and reviewing and presenting final
recommendations reposts.
 Mr. Frey was a member of a project team responsible for a XP and Network upgrade at
client sites site across the United States. Project requirements included installing new Cisco
network switches, new servers, migrating 100 to 200 user workstations to Windows XP,
consolidating 2 - 4 PC’s at a user’s workstation to a single PC, and providing post migration
support. Mr. Frey’s responsibilities included traveling to a site, developing a site specific project
plan and managing the site conversion.
 Mr. Frey developed the project plans and requirements for a large mid-western school
network upgrade project. Project requirements included designing new Cisco network, designing
new cable structure, cabling installation, staging and configuration, Cisco installation, and test and
turn over. Mr. Frey created a detailed MS2000 MPP with cost and resources requirements at the
task level as well as overall project resource ramp up and release requirements. He also recruited
the design and installation team members and managed the selection process that worked with
over a dozen sub-contractors that included cabling contractors, temporary labor staffing,
configuration centers and consulting firms.
 Mr. Frey worked with the Personal Computer Division (PCD), local technical support and
the client to create a project plan to migrate to Windows 2000 Image. Client’s current desktop
environment included Windows 95, 98, ME, and NT. End users were responsible for loading their
own applications that they needed fulfill their job functions. Scope of the project plan included:
electronic inventory of current hardware and software, surveys with department heads, gap
analysis's on applications inventoried verse reported need, standard Win 2000 image creation
including corporate wide applications, application portfolios by job / departments, staging, and
deployment. Project completed on time and within budget.
 Mr. Frey was a member of a project team that installed fiber optic networks in a number
of sites. Project was a design/build installation for sites that were built 10 to 80 years ago. His
responsibility included: field redesign and updates to blueprints, work in asbestos and lead
environments, outdoor trenching, installation of raceway, EMT and rigid conduit, overseeing and
reporting contractor performance and interfacing with local customers.

Richard Frey, PMP
Cell: 479-287-9185
rfrey@us.ibm.com
 Mr. Frey led a project team of 5 Project managers and 60+ people to install Frame and
ISDN services to over 2300 stores across the United States and Canada. Project consists of
ordering ISDN circuits, extending circuit DEMARCs, managing configuration center to
configuring and ship CISCO routers, installation of router and reconfiguring the store controllers.
Project experienced numerous changes, which were handled through the PCR process. Revenue
increased, project completed on time and within budget.
 Mr. Frey worked on a Project installing Y2K PC’s and servers for a national account. His
responsibilities included managing IBM labor for installation and the customer’s configuration
center for PC orders. Project lasted four months and was completed as scheduled.
 Mr. Frey assumed the role of Project Executive (while running the below listed rollout)
while mentor a new Project manager that ran a 250+ store rollout. The rollout consisted of 1)
Converting 4684 P21 registers to P41 and converting OEM P21 boards to IBM P41, 2)
Upgrading the in-store controllers from 540 meg hard drives to 3.2 gig hard drives and replacing
the mod 2,3 and 4 receipt printers with IBM 4610 printers. Project was completed on time and
within budget.
 Mr. Frey led a team of 31 IBM Project Managers and over 300 vender and customer
personal that converted 600 drug stores from NCR to IBM. The client headquarters was located
in our geography, while all of the work was out of state and run remotely with trips out as
needed. The scope included managing the Charlotte Point of Sale Integration Center for product
pre-configuration, CGS for installation labor, Lucent for cabling services, Catapult and DVA for
training services, Kyrus for Help Desk services and a local administrator for tracking and billing.
The project lasted 24 months, consisted of installing 24 stores a week at its peak access 25 states.
Project lasted two years and experienced numerous changes, which were handled through the
PCR process. Revenue increased, project completed one week early and within budget.
 Mr. Frey led a 25-member team that converted 186-store chain from ICL equipment to
IBM 4694 equipment. The client headquarters was located in our area, while all of the work was
out of state and run remotely with trips out as needed. The scope included managing the
Charlotte Point of Sale Integration Center for product pre-configuration, TSS and CGS for
installation labor and local administrator for tracking and billing. The project was installing
nineteen stores at its peak and lasted for nine months with an additional five months the following
year to convert 49 free standing drug stores from NCR to IBM. Project completed on time and
within budget. Project led to numerous additional engagements.
 Mr. Frey led a portion of a project installing a new reservation system in a major hotel’s
chain of properties. Reported to the Project Executive and ran a team of 20+ people whom
converted fifteen hotel sites across the US. Conversion activities included ordering equipment,
installing Cat5 wiring and installation and configuration of servers, network equipment and
workstations. Project completed as scheduled.

Richard Frey, PMP
Cell: 479-287-9185
rfrey@us.ibm.com
 Mr. Frey managed a four-member team that installed a Cat5 cabling system in a newly
remodeled four-story building. Scope included installing a fiber backbone from one building to the
new facility, installing a wiring closet on each floor and Cat5 UTP from each closet to the
workstations. Project completed as scheduled and within budget.
PROFESSIONAL EDUCATION, CREDENTIALS AND AFFILIATIONS
 Mr. was certified as a Senior Project Manager level March 1, 2001, re-certified 2004,
2007, 2010 and 2013.
 Mr. Frey was certified as a Professional Project Manager (PMP) by the Project
Management Institute (PMI) October 13, 2000, re-certified 2003, 2006, 2009 and 2012.
 Certificate Advanced Project Management for Stanford.
 Mr. Frey has completed various Project Management classes including Mastering the
Project Portfolio (PMADV), Complex Projects and Program Management Workshop
(PMADV), PMI Prep Class, Multinational Project Management (PMADV), IBM
Professional Consulting Workshop, Contracting for Project Managers, Financial
Management, Proposal Development, WSDDM, Project Management Boot Camp and
various self study courses.
 Mr. Frey has attended various management and accounting courses at a local college.
 Mr. Frey completed numerous hardware and software technical courses while he was a
Large System Field Engineer.
 Mr. Frey was on assignment as an Instructor at the IBM education Center in Chicago and
while on assignment he completed courses on techniques to effectively conduct and teach
adult education classes. Mr. Frey was both the lead and back up instructor teaching three
one-week classes a month.
 Mr. Frey completed a two-year assignment as a Large System Product Coordinator on the
Western Area Staff. Assignment included working as a liaison between manufacturing and
the field service force.
 Mr. Frey was an IBM Field Manager responsible for an AS/400 territory and later as a
Large System Field Manager, completed IBM Management classes. He was responsible
for 23 people, including appraisals, employee development and other personnel
management tasks.

Rich Frey External 3_2015

More Related Content

What's hot

Viewers also liked

Similar to Rich Frey External 3_2015

Rich Frey External 3_2015