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Resume

Resume Number : 50004
Category : Information Technology
Desired Position : director of user research and testing
Education : Master of Business Administration, Finance and Management Information System
Skills :
Program / Project Oversight16 Yr
Agile16 Yr
PMP / PMBOK / Prince2 / CMMI / RUP10 Yr
Tax Terms: Contract Corp-to-Corp
Location : New York, New York
Current Company : Morgan Stanley
Current Salary : Up to $150K
Experience : 0-1 Yr
Date : 09-03-13
Info :

PMP, CSM

Agile Certified ScrumMaster

 

SUMMARY

Over 16 years of experience as a Certified Project Manager, Agile Certified ScrumMaster and Management Consultant. Demonstrated leadership experience as PMO/PM Lead in Capital Markets and Insurance. Strategy and PMO roles include Stakeholder Management, Strategic Planning and Strategy Management, Resource Management and Delivery Management, Operation Model Design, Finance Transformation, Business Case Development, Finance Transformation and M&A, and Risk Management Regulatory Compliance (Sarbanes Oxley-SOX, Basel 11 &111, Dodd-Frank Act & FATCA)

 

Highly accomplished and focused manager with broad experience in project management, relationship management and strategic planning with both emerging and large organizations. Strong business acumen with competencies in financial management, technology management and human capital management.

 

Results oriented and decisive leader with proven success in value creation, strategic thinking and problem solving.  Proven track record of successfully managing client relationships, projects costs and implementation of successful projects.

 

Core Competencies

  • Program / Project Oversight
  • Strategic Planning & Roadmaps
  • Financial Management & Capital Planning
  • PMP / PMBOK / Prince2 / CMMI / RUP
  • IT Mergers & Acquisitions Integration
  • ITIL and Infrastructure Management
  • IT Security and Audit
  • Agile / Scrum Master
  • Headcount / Resource Management
  • Delivery Management / SDLC
  • Quality Assurance / ISO 2700x & COBIT
  • Governance and Reporting / Communications Management
  • IT Planning & Transformation Program Management
  • Six Sigma & Process Improvement / Reengineering
  • Application Development / Implementation /  Integration / Migration / Architecture
  • Risk Management
  • Basel 11  & 111 / FATCA
  • Dodd Frank Act Implementation
   
     
     
     
     
     

 

 
 

 

 

 

 

 

 

 

 

 

 

ROLES AT MORGAN STANLEY SMITH BARNEY

 

End Client: Morgan Stanley

January, 2011 - To Date

Project: Morgan Stanley (PMO) Program Management Office  / Position Title: PMO Program & Project Engagement Manager

Issue Description: Morgan Stanley’s Dot Net web services servers are protected from network branch desktops but not campus desktops.

An Audit Item has been opened to find out the IP’s which should not be accessing these Production Dot Net web servers. This is been followed by remediation and implementation approach with the organization.

Role: Key Achievement:

  • Managing monthly financials, headcount, budgeting and forecasting process, cost allocations
  • Monitoring and developing Global Derivative Operations metrics (STP, volumes, productivity, cost per trade, risk and constraints)
  • Supporting firmwide Activity Based Costing initiative (TDABC) and continue rollout across Global Derivative Operations
  • Supporting firmwide technology and cost initiative (GWMB) and continue rollout across Global Wealth Management Business
  • Supporting divisions’ Capital Investment reporting & ROIs
  • Coordinating with cross Operations groups (SPO, MACS, CPS, GPG)
  • Leading communications to Business Units and internal firmwide stakeholders on costs, efficiencies, metrics on a daily/weekly basis Measure progress to 3Yr Plan including tracking towards YOY targets
  • Participating in cross infrastructure initiatives eg IT cost realignment, Space, BCP
  • Providing ad hoc management support for the Global Head of Global Wealth Management Business and his DR team
  • Supporting  Managing Directors and Executive Directors
  • Managing 7 projects within the WAS Service initiative
  • Dodd-Frank and Basel - Managing the installation and maintenance of complex system projects, including those related to BASEL and Dodd-Frank Act compliance. Primary accountable for regular operational Risk Management routines and calculations and associated regulatory reporting. This position requires direct interaction with the Basel II system vendors, internal units such as ITG, Enterprise Project Management group, and Business Units to maintain and administer system software’s. Maintain ongoing dialogue and coordination between Legal/Compliance and Business lines.Participates in the analysis of impact of changes to various departments, systems, policies, procedures, training
    Maintain progress of project and present weekly updates on project status to the Business as well as the PMO.

 

 
ROLES AT HEADSTRONG

 

End Client: Goldman Sachs Group, Inc

April, 2007 – January 2011

Project: Goldman Sachs (PMO) Program Management Office  / Position Title: PMO Program & Project Engagement Manager

Issue Description: Our client, a global investment bank, securities and investment management firm with market capitalization of $80B has a Futures, Options and Swaps Group technology division that needed a Program Management Office (PMO) to effectively: 1. Provide transparency and stability to their project management life cycles  2. Manage development costs.  3. Coordinate project management activities across the enterprise.  4. Improve reporting activities.  5. Improve resource utilization across the enterprise.  6. Increase project delivery quality.

This program has now been expanded to include Fixed Income Group.

 

Role: Key Achievement:

  • Established PMO - Created a formal workable Enterprise and Global PMO (London, Tokyo, Bangalore, New Jersey & Chicago) governance structure providing strategic direction, ensuring that strategic objectives are achieved, program and project budgets are tracked, managed and reported across the program, risks are managed appropriately, projects are prioritized and resources are used responsibly.  This has improved operations by 45%.
  • Project/ Program Management - Leading and managing multiple project efforts, managing Quality, Risks, Issues, and Changes, Quality, Change Control and Configuration. Managing Project Staff, Subcontractors, Organizational Change and Expectations.  Planning and developing Detailed Work Plan, Documenting Objectives, Scope, and Assumptions, Expanding WBS and Developing Deliverable Descriptions, Determining Task Dependencies, Estimating Effort for Each Task, Identifying Support, Overhead, and Contingency, Assigning Specific Resources and Costs, Calculating the Detailed Schedule and Formally Agreeing and Baseline Work Plan
  • Program / Project Management - Reviewing Deliverables and Effort on assigned projects, Meeting with Team Members and Monitoring Progress. Reporting and Analyzing Progress, Producing Reports, Analyzing Information and Conduct Status Meetings. Directing Projects, Implementing Corrective Actions, Developing Proactive Strategies, Maintaining Detailed Work Plan and Maintaining Management Plan. Closing Projects and conduct Post-Implementation Review.
  • Strategic Plans and Roadmaps - Managed global and regional strategic and tactical business plans, strategies, objectives, roadmaps and priorities as they link to IS priorities and objectives to help deliver on those strategies. Align projects with business priorities. Translated conceptual ideas and visions into concrete deliverables, visuals and measurable results.
  • Developed, Mentored and coached project managers on methodologies including Method1, Waterfall, Scrum, Iterative, Oracle AIM, BPM Methodology, SOA Strategy, SDLC and Rapid Implementation.
  • Managed several Agile Software projects. Used some of the leading Agile Methodologies (Extreme Programming, Scrum, Crystal Clear and Lean Development).
  • Business Cases - Formulated Business Cases and Cost Benefit Analysis to ensures that programme and project benefits both tangible and intangible, costs and risks are stated  improving quality of financial reporting by 60%.  
  • Dependency Management - Ensured all dependencies within the programme plan and external to the programme are understood and clearly documented and communicated. Tracked progress of dependencies and managed issues and risks accordingly reducing program and project risk by 40%.
  • Resource Utilization / Capacity Management - Coordinates resource utilization, needs and availability across the Program (capacity Planning)
  • Program/Project Methodologies - Developed program and project management methodologies to standardize estimating, planning, scheduling and reporting. Developed and provided project management templates and tools, standards and guidelines, best practices and project management training to various project managers which improved program and project quality by 50%.
  • Multidisciplinary Project Plans -Worked with project managers to create and manage complex, multi-disciplinary project plans including multi plan integration and consolidation which has increased program and project planning success and decreased projects at risk by 50%..
  • Management Reporting
    • Direct the communication of status, issue, and risk disposition to all stakeholders on a timely basis in a clear way, including Senior Management
    • Created consolidated status report, including budget figures, for all significant projects and issues for senior management.
    • Development of any report required by management - “ad hoc” requests.
    • Liaison with internal IT groups and with other departments and territories – Corporate Governance, Audit, and business areas as necessary.
    • Created executive level presentations and appropriate programme communications to all relevant audience (programme/project personnel, sponsors, stakeholders) in an accurate and timely manner increasing efficiency of communication and stakeholder satisfaction by 75%.
  • SDLC Monitoring and Oversight -Provided SDLC monitoring and oversight, driving the definition, creation and maintenance (continuous improvement) of SDLC processes, guidelines, methodology, procedures and documentation. Provided IT Governance across projects through creating efficient processes that reduce risk, speed time-to-market, lower overall cost and raise quality of work deliverables
  • Financial Management and Accounting - Tracked and reported programme costs, and headcount relative to the programme and project budget ($25M) and made status available to key programme stakeholders leading to high quality financial status reporting and increased transparency by 50%.
  • Resource Management - Managed the sourcing and deployment of resources to projects in appropriate time scales improving capacity planning and resource management by 50%.
  • Risk and Issues - Initiated and managed programme risk and issues, identified, prioritized, tracked and reported programme concerns, increased  the number of issues documented, escalated, resolved and decreasing delivery time by 45%.
  • Vendor Management - Manage ongoing vendor delivery quality and timeliness, and ensure invoicing / payment schedule is upheld. Researched and implemented procedures for the selection, contracting and terms of engagement of vendors. Ensured invoice/payment schedules are upheld for all projects, increasing customer satisfaction by 55%.
  • MS Project Server - Implemented and trained users on MS Enterprisewide Project Server 2003, providing transparency and stability to project management life cycle, increased employee productivity, reduced costs, improved management of dependencies, improved time management, decrease the number of projects at risk and increase the number of successful projects by 40%.
  • Knowledge Management - Devised and provided a centralized programme repository for preserving and accessing programme knowledge assets and related records improving archiving/disposition of records by 100%.
  • Program Communications - Initiated, Managed, planned, and distributed programme communications to stakeholders  increasing efficiency of communication and stakeholder satisfaction by 75%.
  • Provide continuous improvement and best practices

 

End Client: UBS Investment Banking

April, 2006 - April, 2007

Project: UBS Investment Banking  (PMO) / Position Title: PMO Program & Project Engagement Manager

Issue Description: A Global financial firm with $92B in assets providing private banking services and asset management needed a Program Management Office (PMO) for the Derivatives and Equities Group to effectively:

1. Increase successful projects and decrease projects at risk. 2. Increase revenues and decrease costs 3. Faster project and task delivery. 4. Increase customer satisfaction  5. Develop efficient project managers. 6. Better capacity planning and resource management. 7. Access to high quality information

 

Role: Key Achievement:

  • Led and managed multiple project efforts, managing Quality, Risks, Issues, and Changes, Quality, Change Control and Configuration. Managing Project Staff, Subcontractors, Organizational Change and Expectations.  Planned and developed Detailed Work Plan, Documented Objectives, Scope, and Assumptions, Expanded WBS and Developed Deliverable Descriptions, Determined Task Dependencies, Estimated Effort for Each Task, Identified Support, Overhead, and Contingency, Assigned Specific Resources and Costs, Calculated the Detailed Schedule and Formally Agreed and Baselined Work Plan
  • Reviewed Deliverables and Effort, Meet with Team Members and Monitored Progress Informally. Reported and Analyzed Progress, Produced Reports, Analyzed Information and Conducted Status Meetings. Direct Projects, Implemented Corrective Actions, Developed Proactive Strategies, Maintained Detailed Work Plan and Maintained Management Plan. Closed Project and conducted Post-Implementation Review.
  • Established a Learning Center of Excellence to train project managers. Roles include designing and delivering training programs, developing industry Best Practice User learning strategies and materials. Establish project team learning plans and learning environments. Establish e-Learning, encouraging continuing education, and professional development. Maintaining training records and performing user learning needs analysis. Develop user learning training schedules and perform events administration. Conduct training program reviews and audits
  • Established and ensured a formal, workable programme governance structure providing strategic direction, ensured that objectives are achieved, risks are managed appropriately, and resources are used responsibly improving operations by 40%
  • Managed financials and a budget of $20M for the group, tracking and reporting programme costs relative to the programme budget and business cases, improving quality of financial reporting by 60%.
  • Managed the sourcing and deployment of resources to projects in appropriate time scales improving capacity planning and resource management by 50%.
  • Researched and implemented procedures for the selection, contracting and terms of engagement of vendors. Ensured invoice/payment schedules are upheld for all projects, increasing customer satisfaction by 45%.
  • Ensured all dependencies within the programme plan and external to the programme are understood, documented, communicated, tracked, and managed increasing program and project success and decreasing projects at risk by 50%.
  • Managed risk and issues, identified, prioritized, tracked and reported programme/project concerns related to proramme/projects plan, reducing program risk by 90%.

 

End Client: Capital One Financial Corporation

December, 2005 - April, 2006

Project: Capital One Helix Application Quality Review  / Position Title: Project Manager

Description: Our client, one of the nation’s largest financial institutions with more than $11B in revenues needed to improve the quality of technology projects that were delivered. The client engaged Headstrong for a solution.

Role: Key Achievement:

  • Assessed, remediated and measured requirements quality for over 7 major projects enhancing project success by 40%.
  • Developed and implemented remediation and mitigation plans to drive quality improvement which improved project quality by 50%.

 

End Client: Capital One Financial Corporation 

October, 2005 - December, 2005

Project: Capital One Enterprise Data Standard Requirements  / Position Title: Project Manager

Description: One of the nation's largest financial institutions needed to know their processes and procedures that executed MIS and Enterprise Data Standard requirements within their existing data and information environment to mitigate risks identified.

Role: Key Achievement:

  • Managed, developed, documented and published processes and procedures that executed MIS and Enterprise Data Standard requirements within the existing data and information environment to mitigate risks identified.
  • Developed business area remediation processes and procedures that addressed identified compliance gaps in the data and information environments improving operations by 40%.

 

ROLE AT SCIENCE APPLICATIONS INTERNATIONAL CORPORATION (SAIC)

 

End Client: City Of New York, New York, NY

May, 2003 - October, 2005

Project: City Of New York Time Management system  / Position Title: Project Manager

Description: New York City needed a comprehensive Time Attendance, Leave, and Workforce Management System (CityTime)  to integrate services across 80 city agencies with more than 200,000 employees (Fire, Police, Sanitation, law Department of Corrections, Education etc)

Role: Key Achievement:

  • Managed a team of technical resources and testers to expedite development and provide structure and problem solving techniques, increasing project delivery success by 50%.
  • Managed project planning, tracking and resource planning, project communication and collaboration, knowledge transfer and training, quality assurance, change management and documentation, increasing project success by 35%.

 

ROLES AT KPMG LLP  / BEARINGPOINT

 

End Client: Top 10 Healthcare Company Whitehouse Station, NJ

December, 2002 - May, 2003

Project: Top 10 Healthcare Company ERP Implementation  / Position Title: Project Manager

Description: A major healthcare provider wanted to implement an ERP application to improve their business operations and performance.

Role: Key Achievements:

  • Conducted interviews and onsite reviews and created a global implementation plan and Proof of Concept.
  • Managed implementation plan which decreased operations and financial cost by $2M, improved efficiency by 35%, reduced infrastructure cost by 25%, increased revenues and made high quality information available corporatewide

 

End Client: Zurich Reinsurance, New York, NY

November, 2001 - November, 2002

Project: Zurich Reinsurance PMO  / Position Title: PMO Lead

Description: Our client, a Global ReInsurance company for property and casualty reinsurance in North America needed a global PMO to manage a global ERP Implementation.

Role: Key Achievements:

  • Established and managed a Program Management Office (PMO) which improved implementation efficiency, reduced costs by $1M, standardized practices, improved project delivery timeframe and budget by 45%, enhanced success rate by 80%.

 

End Client: Merrill Lynch, New York, NY

April, 1996 - November, 2001

Project: Merrill Lynch Strategy and Operation Improvement / Position Title: Project Manager / Management Consultant 

Description: A global financial advisor to companies, governments and investors from around the world needed to improve their corporate and market strategy, mergers and acquisition and financial management.

Role: Key Achievements:

  • Led and managed Corporate Strategy development efforts, Helped to set company’s overall direction,  understand market dynamics and how to win.
  • Developed Customer and Market Strategy which created profitable growth. Improving customer experiences, marketing effectiveness, pricing, sales performance, and service by 50%
  • Assisted in performing Mergers & Acquisitions from start to finish. Defining the role of M&A in top-line strategy. Evaluating candidates and transactions. Delivered expected benefits from “Day One.”
  • Performed Financial Management. Advised executives on how to maximize value and efficiency of finance to shareholders and the capital markets improving operations by 47%
  • Performed Performance Improvement –  Redesigning processes and operations to reduce costs while improving performance and increasing profits by 55%
  • Managed Business Information Technology Strategy. Aligned IT with corporate strategy and enabled IT to improve operations by 35%

SKILLS

  • Excellent analytical, quantitative and problem solving skills
  • Strong strategic thought leadership, program/project leadership and comfortable working with unstructured problems
  • Motivated self-starter with ability to manage multiple tasks; strong project management skills
  • Strong team orientation with ability to build and manage relationships with peers and senior management
  • Superior oral and written communication skills, particularly in communicating with senior management  
  • Superior people, diplomacy and negotiation skills

 

EDUCATION

 

Project Management Professional (PMP), January, 2007

Project Management Institute – Certified as Project Management Professional (PMP) Member in good standing, New York City Chapter

 

 

ScrumAlliance Certified ScrumMaster (CSM), 2006

 

Master of Business Administration, Finance and Management Information System, January, 1996

Baylor University, Texas

 

Bachelor of Arts, Accounting , January, 1991

University of North London, England