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Charles L. Green – Program Manager
EXPERIENCE SUMMARY:
Results-driven Information Systems Manager with experience in the i...
Charles L. Green – Program Manager
RELEVANT EXPERIENCE:
Software Implementation – Schedule Owner 01/16 – Present
Managed t...
Charles L. Green – Program Manager
In pursuit of a major automotive client acted as Infrastructure manager for the engagem...
Charles L. Green – Program Manager
 Evaluation of technical proposals
 Performed salary evaluations for a team of 10
Glo...
Charles L. Green – Program Manager
has annual goals that are developed, based on the: Sell Vehicles, Satisfy Customers and...
Charles L. Green – Program Manager
Project Manager and Technical Leader for Web Development team, building
www.ford.pr for...
Charles L. Green – Program Manager
 Facilitate JAD sessions with divisional and dealer customer groups
 Resolve developm...
Charles L. Green – Program Manager
 Visual Basic: Intermediate, Beginning
 Lotus Notes: Administration Advanced User
 A...
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Charles L. Green CV 090816

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Charles L. Green CV 090816

  1. 1. Charles L. Green – Program Manager EXPERIENCE SUMMARY: Results-driven Information Systems Manager with experience in the information technology field since 1990. In the last 26 years I have developed expertise in delivery. A solid developer background set the foundation for a Analyst then Manager. From there the scope and complexity grew. I have delivery experience using many different methodologies: SDLC, SDP- 21, Agile (SCRUM), RAD/JAD and obtained the certifications to support them. In addition to approach the technology has also been varied with different hardware/Infrastructure and software technologies. I am recognized as a leader with excellent planning and organizational skills having; estimated, proposed and implemented successfully multi-million dollar solutions with staff in excess of 40 people, both domestic and off shore. My creativity in analytics, reporting and presentation on large, medium and small projects is my greatest asset. Having been exposed to development methodologies used by retailers, marketing companies, manufactures, and service companies I can adopt experience and best practices to create a process or use an existing methodology to the fullest. The strategy that has brought me great Program Management satisfaction is to quickly establish the criteria for success, get organized and move towards the goal. Using commonly found tools (Visio, MS Project, Excel) I establish reporting to all levels of my new organization and follow through.  Managed the schedule for arguably the largest supply chain operations migration to SAP  Established tailoring criteria for a high-end retailers PMO  Worked as Infrastructure liaison for very large pursuits  Created Executive level reporting and presentation material  Set-up bid response process, for global automotive company  Managed over 6 million in pursuit and delivery business year one  Exceeds delivery metrics with respect to on time and on budget  Set-up Project Status reports templates and Project Control tools  Conducts weekly status meetings, for all solution center projects  Recognized as SDP process expert  Led teams of 40 plus in a balance of onshore and offshore pursuits  Established Project Management Offices as part of pursuits:  Leveraged PMO for estimating and delivery  Created visual tools for PMO presentation and delivery  Leader in costing and pricing project responses  Portfolio/ Program Manager in charge of a Global Sales Contract for global manufacturer  Completed in-house, competitive ,Leadership Academy fellowship  Worked with leadership in multiple countries for application delivery.  Recognized as an Engagement Manager lead within my organization
  2. 2. Charles L. Green – Program Manager RELEVANT EXPERIENCE: Software Implementation – Schedule Owner 01/16 – Present Managed the PMO team on a multiple System Integrator, large scale SAP implementation for a very large defense contractor.  Schedule Design – Established a relationship with leads from multiple companies to create an integrated schedule that contained several thousand tasks. This is a supply chain solution that will manage billions in defense contract parts to militaries all over the globe.  Created an earned value reporting solution that reported on several budgets and time from each of the System Integrators, then mapped the terminology from software based EVM to manufacturing based. Infrastructure Implementation - Project Manager 01/15 – 12/15 Managed the infrastructure team and various vendors in the following projects  Network Redesign – Gathered network detail, circuit contracts and location data to assemble the needed content to have a 3rd party network design firm create and submit a complete network design for a retail company that has experienced exponential growth with the last few years  Unified Communications – Managed the deployment of new Call Manager appliances to an existing VoIP model. Took the users from a 4 digit to 5 digit call plan and deployed a new Fax and integrated Jabber solution.  Network Security – Deployed an Endpoint validation tool to protect company assets that do not adhere to industry best practices for security, and the needed reports for the corporate compliance office.  SharePoint – Conducted Plan and Define for a revamped corporate communications portal. Worked with outside design firms to integrate their designs with the functionality of SharePoint 2013. Project Management Office - Owner 01/14 – 12/14 I was asked set-up a visual PMO for large utility company in support of a substantial array of SAP implementations. Established the PMO late in development and test phases where executive leaders struggled to understand challenges of the crashed development and test phases. After successful test phase completion and deployment the PMO was leveraged for subsequent releases.  Creativity in display of data, not normal ‘Gantt’ chart data type display  Led Daily Stand-ups for team, and executive stakeholders  Change reporting artifacts to support easier visual digestion  Coach work stream leads on providing more concise updates.  Convert project opponents to advocates. Infrastructure Manager 07/13 – 12/13
  3. 3. Charles L. Green – Program Manager In pursuit of a major automotive client acted as Infrastructure manager for the engagement. In addition to project level deliverables i.e. schedules, status reports and meetings/presentations the following tasks were performed:  Sizing solutions  Connectivity discussions  Transition planning  Contract discussions  Vendor management  Extensive work with application architects for inter-operability analysis. Project and Program Manager 10/06 – 07/13  For the General Motors’ Global Sales, Service and Marketing group, lead project teams of 4 – 40 technical persons in GSCs 1 and 2. As part of Project efforts, PMOs and individual processes have been created to optimally use available talent to move GM’s technical agenda.  Responsibilities included executing the client’s acceptance and change management processes, providing mentoring and coaching to client program/project managers, assessing project health, assisting with managing issues and risks, and reporting program/project status to executives, in GM’s proprietary development methodology.  As an SDLC expert I led traditional waterfall projects as well as assisting the customer in the transition to Agile. SCRUM certified I was often asked to map projects from one to the other without loss of deliverable integrity for the in-house SDLC process. Internally I also managed the weekly escalation and status meetings for both project types and created metrics for each that leveled the status so our executive community could assess progress and risk. Key Accomplishments:  Distributed Delivery Model – Reduce costs by moving to an offshore delivery model., The resulting onsite/offshore structure provided the client with increased levels of service, expanded hours of availability, higher levels of backup, and transparent handoff procedures for processes that crossed shores.  Preventive Action Process - Within tight time frames, defined a process for identifying troubled projects including: defining review materials, establishing a process for scheduling reviews and notifying project managers and champions and tracking action items to closure.  Best Practices – For use by the project team, developed and put into practice several best practices/tools to aid in consistency of deliverables and improvement in team communication. PRIOR EXPERIENCE: Medical Billing - Director Development and Project Management 04/06 – 10/06  Establish software companies PM practices, technology policy, development, and testing environments.  Managed offshore bid, development and delivery  Established guidelines to attain CMMI 3, then 4  Obtained Microsoft Certified Partner status  Created Infrastructure Team  Created Technology Policy  Established Project Management Office
  4. 4. Charles L. Green – Program Manager  Evaluation of technical proposals  Performed salary evaluations for a team of 10 Global Information Technology Provider - Project and Account Manager 08/99 – 03/06 Senior Consultant and Manager responsible for:  Delivery of solutions and technology  Risk assessment at customer locations  Recommendation of technology, best fit  Negotiations of Statement of Work documents  Placing the right personnel in billable locations  Participated in ISO 9000 Setting and Audits  Responding to RFP/RFQs  Interaction with International Partners  Continued growth of the business  Maintaining high professional standards  Development of personnel.  North American Microsoft Alliance Manager for Company. Most prominent project during this time phase was a Manufacturing Quality Application. Metrics were gathered using a PowerBuilder application over a Oracle 9i instance. The Project was deployed at five facilities across the country. Methodology used SDLC, customized for the solution, MS Project and Excel/HTM for reporting, project website maintained for communication. In each case a successful track record exists for on time and on budget delivery. Where the goal is placement of business growth, target was exceeded. Privacy Manger Senior Consultant, Marketing and Advertising (Major Automotive OEM) This position was a long-term assignment to a large automotive company, with interaction with Vendors (EDS, HP, Compuware), internal GM staff and the various marketing agencies of customer (Digitas, McCann, Campbell-Ewald) Program Manager of:  Email Consolidated Database  ‘Customer’.com web pages of:  Customer Subscription Page  Promotional Application  Interactive Request Form  iMail, corporate email solution, EDS as a vendor  Test Drive Incentives Program In that role Mr. Green led all application centric meetings, provided and received weekly status reports on progress and performance, for each area, and ensured each application
  5. 5. Charles L. Green – Program Manager has annual goals that are developed, based on the: Sell Vehicles, Satisfy Customers and Save Money model. SDP-21 (release 8) was the methodology used and taught to vendors and partners. Senior Consultant, Marketing and Advertising - Project Manager (Media Acquisitions) Mr. Green was a Project Manager for Web Development team, deploying an online media exchange solution. The goal of this application was to provide a business interface for partners to enter product descriptions, pricing and scheduling information, once entered the application would present the new data for approval and automatically compare, against existing, self-maintained profiles for partner to client matches. RAD/JAD sessions and well established team were critical success factors. Project responsibilities included:  Full business and technical requirements definition.  Testing and error handling  Pursued all signoffs: Senior Consultant, Marketing and Fulfillment - Project Manager (Marketing Fulfillment) Project Manager for Web Development team, deploying an off-the-shelf eStore, architecture was J2EE. By analyzing the eStore process flow and dividing tasks into Java objects and Oracle stored procedures the site was very customizable, to different customer clients. Project responsibilities included:  Time and resource tracking as compared to the statement of work.  Maintain documentation and code quality by reviewing events with the business process owner  Created document set for new clients and components added to the system to accommodate them  Proposal writing for web projects, created quoting process for IT department.  Executive reporting of project metrics. Senior Consultant - Project Manager/Developer Multiple projects  Pulte Homes Project Manager and developer for an online store that distributed marketing items to the field offices for a major homebuilder  Hammes Real-estate Project Manager and Technical Leader for Web Development team, deploying an inventory system for a real-estate company, created and conducted user training in a formal classroom setting  Ford of Puerto Rico
  6. 6. Charles L. Green – Program Manager Project Manager and Technical Leader for Web Development team, building www.ford.pr for the dealer organization of Puerto Rico Consultant, Automotive Client - Project Manager (Federal-Mogul) Project Manager and Technical Leader for Web Development team, deploying an Eleven Hundred (1100) page, five language site in a very short time frame. In addition to content gathering and management I was responsible for technology policy definition. Project responsibilities included:  Time and resource tracking as well as current status of deployment of new site content.  Executive reporting of site metrics i.e. hits, unique visitors, session time and referring pages  Testing and release of content. Consultant, Automotive Client - Project Manager (GM) Responsible for rapid deployment of GM Online (Windows NT workstation) environment to the 16 GM Truck assembly plants:  Time and resource tracking/reporting to GM, Microsoft and Compaq  Management of Microsoft and Compaq consultants.  Coordination of team travel, personnel accountability, task allocation and leading kick-off meetings at each site  Training local personnel and creation of their deployment schedule.  Meeting with site manager to ensure production environment is unaffected and vehicle assembly is continuous. Special Project Manager – Global Customs Broker - Project Leader 3/98 – 8/99 Responsible for technical projects, paperless solution of US Customs documents that interfaced with Global Automotive Manufacturer systems.  Establishing a project plan, encompassing design, development, implementation and timeline tracking.  Managing a four person imaging team including hiring, compensation determination, and training.  Representing Ford and Expeditors for requirements gathering and problem definition using JAD session techniques to reach agreement  Setting up NT 4.0 Servers and obtain ARC 552 approval – Ford technology policy requirement. Global IT Services Provider - Vehicle Order Management - Systems Engineer 8/92 – 3/98  Utilize SLC to develop project plan for all enhancement and integration issues  Focus on tight budgets and narrow time constraints  Technical leader for GM PROSPEC application group
  7. 7. Charles L. Green – Program Manager  Facilitate JAD sessions with divisional and dealer customer groups  Resolve development issues using testing tools including Winrunner and MS Test  Represent application group on implementation, distribution, and production support functions regarding the GM WAN environment  Mentor new employees joining EDS sponsor program Service Technology Group - Project Leader Direct customer support for 27 GM Training centers and six divisional service managers on PC and Mainframe IMS/DB2 applications including requirements gathering, supervision, and user acceptance testing for system enhancements GMC Truck – Consumer Relations Manager / Business Analyst GM liaison on dealer and customer warranty concerns and issues; arbitrate with ‘The Better Business Bureau’ on GM's behalf to negotiate buybacks and denials; verify GMC truck owners satisfaction on warranty repairs Customer contacts special projects; program predictive dialers and script languages handling inbound and outbound calls for aggressive GMC truck sales and marketing campaign resulting in truck sales increase in area previously dominated by another manufacturer United States Navy – Pearl Harbor, Hi - Petty Officer Second Class - Operations Specialist Fulfill key role as anti-submarine aircraft controller on USS Worden during Desert Shield/Storm campaigns; perform and supervise navigation and navigational training; implement passive motion analysis training program; maintain USS Worden's library of classified publications. ROLE DETAILS: ROLE CODES ROLE DURATION Program Manager 10+ Years Project Manager 15+ Years Team Lead 10+ Years PMO Lead 2 Years PMO Analyst - Schedule 5 Years PMO Analyst - Cost 5 Years PMO Analyst - Reporting 5 Years Scrum Master 1 Project - 6 Months TRAINING:  Technical Classes  EDS Systems Engineer  Microsoft Access: Advanced, Intermediate
  8. 8. Charles L. Green – Program Manager  Visual Basic: Intermediate, Beginning  Lotus Notes: Administration Advanced User  ANSI C, WML, ASP, Cold Fusion  C++  Microsoft Certified Solution Consultant (MCSC) - Expired ‘02  Project Management  Project Management Professional (PMP) ’99 – active  JAD Facilitation: Advanced, Intermediate  SLC ‘Systems Life Cycle’: Advanced, Intermediate  Requirements Gathering, Synchronous Processes  ITIL Foundations – 2012  Certified Scrum Master - 2012  Business Development  Capgemini Engagement Manager  Capgemini Leadership Academy 2009  Strategic Value Selling  Behavioral Interviewing  Building Successful Proposals  Effective Business Writing  Presentation Techniques  Dimensions of Excellence AFFILIATIONS/CERTIFICATIONS: CERTIFICATION CODES CERTIFICATION DESCRIPTIONS EM1 Engagement Manager Level 1 CSM Certified Scrum Master PMP Project Management Professional ITIL V3 Foundation Level HIGHER EDUCATION: MBA – Business 1/99 Central Michigan University Troy, MI (On Hold) BBA – Management 12/93 Walsh College Troy, MI ALA – Liberal Arts 12/91 Oakland Community College Royal Oak, MI USN – ACS 11/88 Air-Traffic control School Damneck, VA

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