Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
10 Essential Project Portfolio Management Trends Every Project Leader Should ...Ian Needs
Explore the 10 project portfolio management trends that every PMO, project and programme leader should follow.
Including:
1. Digital Business
2. Agile Planning
3. Active PMOs
4. Resource Management
5. New IT Delivery Models
6. Persona Based Usage
7. Business Demand for Adaptive Approaches
8. Stakeholder Communication
9. Business Outcome Focus
10. Mobile Working
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.
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Elaine M Biggs.PMO.Program Management Office.Program Management Directorebiggs
Enterprise Program Management Office (ePMO) hands on leader with a track record of driving global large-scale enterprise strategic initiatives. Proven experience in creating from start-up and optimizing an enterprise Program Management Office (ePMO) with a global portfolio of business, manufacturing, technology and IT projects, applying project management, risk management and continuous improvement best practices to reduce risk and deliver outstanding financial results. Reduced project delivery time by over 20% and cumulatively contributed over $483MM cost savings to profit and loss.
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
10 Essential Project Portfolio Management Trends Every Project Leader Should ...Ian Needs
Explore the 10 project portfolio management trends that every PMO, project and programme leader should follow.
Including:
1. Digital Business
2. Agile Planning
3. Active PMOs
4. Resource Management
5. New IT Delivery Models
6. Persona Based Usage
7. Business Demand for Adaptive Approaches
8. Stakeholder Communication
9. Business Outcome Focus
10. Mobile Working
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.
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Elaine M Biggs.PMO.Program Management Office.Program Management Directorebiggs
Enterprise Program Management Office (ePMO) hands on leader with a track record of driving global large-scale enterprise strategic initiatives. Proven experience in creating from start-up and optimizing an enterprise Program Management Office (ePMO) with a global portfolio of business, manufacturing, technology and IT projects, applying project management, risk management and continuous improvement best practices to reduce risk and deliver outstanding financial results. Reduced project delivery time by over 20% and cumulatively contributed over $483MM cost savings to profit and loss.
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
T Ciccodicola, Technology Leader
1. Terri Ciccodicola, MBA, PMP, CISA, ITIL, LSSWB
Florham Park, NJ 07932 | 973.377.5954 | cicconj@optonline.net | linkedin.com/in/terriciccodicola
TECHNOLOGY LEADER: IT STRATEGY AND OPTIMIZATION,
PROGRAM AND RELATIONSHIP MANAGEMENT, SERVICES DELIVERY
Strategicbusiness partner and executive leader who drives cross-functional alignment of IT strategy, programs/services.
Demonstrated success leading the optimization, standardization and alignment of IT, business and corporate strategywithin
complex global business environments. Combines innovative thinking and initiative with systems expertise leading high impact
programs with cross-functional teams. Capitalizes on strong business acumen and partnering abilities in conceptualizing
solutions, synthesizing conclusions, and driving resolution to difficult business problems to increase revenue, improve market
share, raise customer satisfaction, and gainoperational and cost efficiencies. Core competencies include:
Cross-Functional Leadership • Relationship Management • Communication • Creative Problem Solving • Change
Management • Negotiations • Coaching and Mentoring • Presentations • PMO Leadership • Customer Success • Product
Development • Project Management • Process Improvement • Risk Management • Collaboration • KPIs • Business
Intelligence • Data Analytics • Vendor Management • Governance • Services Delivery • DigitalTransformation
Industries: Fintech/Banking, Management Consulting, Hospitality, Transportation, Non-Profit
Functions: IT Strategy, IT/Business Relationship Management, Program/Project Management, DigitalTransformation,
Innovation, Change Management, Operational Excellence, Technology Integration, Vendor and Resource Management
Technologies & Tools: ERP, Financial Systems, Portfolio/Project Management, Agile Management, CRM, Data Analytics/BI,
Collaboration, APIs, Cloud, Mobile, AI
EXPERIENCE
FISERV, REMOTE, NJ 5/2021 - Present
Contractor/Sr. Director, ITPortfolio, Business and VendorManagement
Reporting to the COO, steer design and preparation of monthly technical metrics, capacity and time reporting analysis,
business unit reviews, BoW program/project reporting, portfolio governance and compliance audits, SOPs and PM training,
status reporting on key initiatives, communications, and vendor management.
Improved accuracy of program/project data by 24% through instituting governance review process.
Directed the investment review committee process including quantifying project benefits.
Led the annual operating plan process, prioritizing product demand initiatives with capacity planning.
Coordinated with finance to optimize capitalization and M&I hours, increasing capitalization rates by 15%.
WYNDHAM HOTELS & RESORTS, PARSIPPANY, NJ 2019 - 2020
SeniorDirector, RevenueTechnologies
Collaborated with business partners to plan strategy, facilitate change, identify cross-discipline solutions and train the
organization on opportunities and new technologies available. ManagedOmni Channel Revenue technology strategy and
related projects to enable business needs and determined impact of business systems decisions on technical architecture.
Managed strategic($27M/year) vendor partner relationship (from contract negotiations to accountability) and achieved
sustained improvements in application performance, development delivery and support.
Aligned business strategies with innovation and technology to improve business processes and outcomes.
Prepared business cases and directed delivery of project portfolios, increasing revenues and reducing cost.
Managed implementation of process enhancements within IT, measured by improved KPI results and efficiencies.
IEEE, PISCATAWAY, NJ 2016 - 2019
Director, IT Business Partner
Reported to the CIO and led development of technology roadmap aligned to business strategy, to meet operational needs and
support IEEE IT objectives. Provided leadership in services delivery and systems and project management support to
organizational units. Single point of contact and accountability for the assigned clients.
Led Agile development team, product strategyand usability design for $18M cutting edge, multifaceted platform;
increasing user base by 723%.
Championed delivery of 60+ project portfolio, increasing revenue and improving member satisfaction by nearly 20%.
2. Ciccodicola 973.377.5954 Page Two
Spearheaded Development, QA, Mobile, Infrastructure, Network, Architecture and Security teams to deliver and support
applications and technology projects while optimizing cross-functional resource planning.
Led implementation and integration of externally facing Learning Management System (LMS) aimed at centralizing
training offerings; increased revenues by 72% in 1st year of launch.
Collaborated with business leaders to assess the impact of data privacy GDPR regulations and coordinated changes
needed to 54 systems in 8 months.
PSN, PARSIPPANY, NJ 2015 - 2016
Consultant
Performed system analysis at 1000+ employee Cocoa company. Presented recommendations to senior management and
acted as program manager to implement proposed enhancements.
FEDERAL RESERVE BANK, EAST RUTHERFORD, NJ 2012 - 2014
Vice President, IT CustomerRelationship Management
Defined, communicated and delivered national IT priorities. Initiated and executed IT projects, established and managed SLAs,
instituted governance procedures, optimized system controls and disaster recovery processes. Collaborated with business
owners to define IT requirements in alignment with business goals. Oversaw the delivery of $14.5M in annual IT projects.
Increased IT service delivery customer satisfaction ratesby 20% within first year as the IT customer relationship manager.
Identified $2M+ in annual opportunities to reduce technology costs by collaborating with divisional leaders in the analysis
of IT processes and technology utilization.
Designed IT roadmap, expanding IT strategic planning activities from 1 year to 3 years, enhancing client service offerings.
HERTZ CORPORATION, PARK RIDGE, NJ 2009 - 2012
SeniorDirector, Project Management Office (PMO)
Supervised delivery of a largeportfolio of PMO projects. Analyzed and recommended project modifications to address and
mitigaterisks and achieve optimal financial benefits. Implemented institutional project management processes in alignment
with PMBOK standards. Promoted continuous process improvement through training on project management best practices
and emerging trends to 300+ global Project Managers.
Oversaw portfolio of 325+ projects, delivering over $750M in combined cost savings and revenue generation initiatives.
Advanced early stagePMO organizationby three levels on the Gartner maturity scale in two years.
Developed weekly CEO executive summary reports and Board of Director presentation slides with portfolio status insights.
ADDITIONAL EXPERIENCE
BOOZ ALLEN HAMILTON, PARSIPPANY, NJ
Director, Global Reporting and Business Systems
Senior Manager, Financial Systems Group
SeniorFinancial Analyst, Financial Systems Group
SeniorFinancial Analyst, International
Financial Analyst
EDUCATION
Master of Business Administration: Finance, Fairleigh Dickinson University, Madison, NJ
Bachelor of Science: Accounting, Siena College, Loudonville, NY
CERTIFICATIONS
• Certified Project Management Professional (PMP) • ITIL Foundation
• Certified Information SystemAuditor(CISA) • Lean Six Sigma White Belt
AWARDS AND RECOGNITIONS
• 2009 Project of the Year, New Jersey PMI • Booz Allen Hamilton Excellence Award
• 2016 Project of the Year special mention, New Jersey PMI • Booz Allen Hamilton Eagle Award
• Oracle Excellence Award