Gwen Barger is a senior trainer and consultant with over 15 years of experience in project management, process improvement, and training. She specializes in balancing project management skills with process improvement training to help teams achieve strategic goals across a variety of industries. Gwen has experience managing projects, training programs, and process improvement initiatives to deliver results for her clients.
1. GWEN BARGER; PMP
Cell: 281 832 1255 gwenbarger@yahoo.com
SUMMARY
Gwen specializes in business solutions by balancing effective Project Management (PMP) skills with
efficient Process Improvement training to empower teams to work toward strategic and tactical corporate
goals. She empowers growth for team members through direct or indirect management roles by promoting
healthy communication and change techniques, risk assessment, implementation training, and PMO evolution
methods. Gwen has experience in variety of industries; Learning Techniques, R & D product development, IT
implementations, financial organizations, assembly and manufacturing operations, health care operations,
government, training and education, customized training solutions, energy initiatives, and software
development.
NEVER STOP LEARNING
SENIOR TRAINER; CONSULTANT MAY 2011 PRESENT
• Manage and create curriculum for training of project management for individual and corporate solutions.
• Maintained multiple projects budget and reporting mechanisms for tracking client mitigation requirements.
• Managed relationship with corporations for competency curriculums and business requirements for group
certification practices. Customized 6 corporate training programs which resulted in 49 certifications and
21 successful project mentoring client experiences.
• Manage 2 customized enterprise project client’s expectation with risk assessment and change management
while tracking effective transition planning.
• Design and facilitation successfully to integrate seminars, recruiting methods, curriculum, qualification, and
competency tracking methods
CAMERON
SENIOR MANUFACTURING BUSINESS ANALYST Mar 2012 Aug 2012
• Manage SAP reporting mechanisms for assembly support management with recommendations for
improvement.
• Manage customer expectations with budget, quality and time constraints with Engineering and
Manufacturing teams.
• Manage Master Schedule mechanism for matching and forecasting time management with input from
Planners and Buyers.
• Create and manage continual improvement teams to provide process improvement to assist in divisional
communication and production improvement.
PROJECT MANAGEMENT INSTITUTE Mar 2001 PRESENT
Volunteer as Transition Team lead, VP of Programs for SCoP, Leadership Team member
• Accomplished faculty member of PMI Colleges: published two papers and taught six seminars on change
management and risk assessment; specialize in service organizational maturity models.
UNIVERSITY OF TEXAS M. D. ANDERSON CANCER CENTER Jan 2007 Oct 2009
Sr. Business System Analyst: Integrated Process Improvement
• Implemented cross-divisional energy conservation methods to sustain systematic energy savings through
design and monitoring methods with $100K each month usage savings.
• Created dynamic project priority process for PMO to integrate and effectively manage healthcare and
energy conservation projects.
• Created PM training program to help study and understand PMI methodologies for PMP exam.
• Managed program portfolios in application assessment and integration; feasibility selection, priority
management, role based reporting systems, cross-divisional system implementation, and resource sharing
with for operations division wide access.
2. WELCOM Software Jan 2004 Mar 2005
Senior Consultant: Business Analyst and Implementation Trainer
• Developed a standardized IT process for responding to ‘customer’ complaints and internal problem-solving
that reduced complaints by 50%; effort including development and delivery of a training course for
corporate-wide quality resources within customer service team of over 60 people.
• Created Risk Identification process for R&D projects with projected savings of 90 engineering hours per
month for 10 months and successfully implement and train 6 customer R&D software programs.
• Created Risk Management process for PMO with standardized monitoring and reporting which triggered
several risks which saved money for company by avoidance methods.
• Managed and continually developed $35M project governance, approval and measurement; including defining
roles and accountabilities, policies and standards and associated processes.
• Managed maturity model within IT project management with executive sponsorship and taught active
change management techniques.
• Managed forensic project analysis for PMO and created effective reporting techniques to enable proactive
operations.
COMMERCE BANK, NJ Jan 2003 Jan 2004
IT Management Consultant: PMO Process Manager
• Directly responsible for saving $15 million in a six month period of time by creating global systematic
process for matching customer expectations to design/testing efforts to customer feedback.
• Managed completion of troubled project which saved client $3.7M; scheduling and scope changes mitigated.
• Creation of PMO (Project Management Offices) for IT divisions: from organizational maturing analysis and
goal setting, including all processes with risk analysis, project feasibility through final assessments of
changes and plan for divisional evolution saving 200 Engineering and support hours per month.
• Created and managed process for software implementation and real time feedback mechanism to
development engineering
• Created and conducted several training seminars for Risk Management and Change Management
empowerment techniques. Created interviewing process with effective feedback and selection results.
HEWLETT PACKARD, HOUSTON, TEXAS Jan 1999 Dec 2003
Process Engineering, Black Belt (Six Sigma)
• Initiated 7 process merger assessments and managed successful implementations of effective changes with
savings measured in user ease-of-use efficiency while serving as process expert for the pre/post
acquisition for division.
• Responsible for Enterprise master controls and IT master portfolio schedule for $1B program.
• Managed team of Six Sigma Black Belts with business alliance projects through integration of products to
‘Must win’ customers, training, systematic tracking with operating budget of $18M
• Managed creation and implementation methods for 5 divisional ‘green belt’ programs including candidate
cultivating, training, and rewards.
• Managed program portfolios in application integration; feasibility selection, priority management, role based
reporting systems, budget, cross-divisional system implementation, and resource sharing with use of the
web technology for Enterprise wide access.
• Measured/managed continuous improvement team goals exceeding $10M with corporate processes and
strategic vision for HP six-sigma training customized with statistical analysis.
• Responsible for 14 personnel department, made recommendations for staff positions, conducting
performance evaluations/reviews, and maintaining dynamic allocating/sharing resources processes.
• Managed global IT implementation of software defect tracking system from planning through deployment
within 52 global sites exceeded expectations and time-to-market.
3. Education and Training:
PMP: Project Management Professional
Engineering Management, BS Columbus University Dec. 2000
Black Belt Process Improvement Certification, HP/Compaq March 2002
Lean Master Black Belt Certificate, Villanova University Oct 2009
Masters in Engineering Management (in progress with Columbus University to be completed May 2016)
Professional:
Toastmasters International, VP of Public Relations 2008-2009
Project Management Institute, College of Scheduling, VP of Programs/ SCoP Leadership Team 2002-present