PMP®, ITIL®, CSM® Senior Program/Project Manager Resume

Michael Geremina, PMP®, ITIL®, CSM®
12809 Rosalie St. Raleigh, NC 27614 – Cell: 919 740 1415
Email: geremina@yahoo.com
SENIOR PROGRAM/PROJECT MANAGER
SUMMARY:
• 30+ (20 in Mainframe) years in IBM Development/Design, Quality, Planning/Product Management and Project
Management
• 18+ years in all facets of complex Global Program/Project Management with $1-5M budget(s) and up to 25+ FTEs
• 4+ years managing Transition and Transformation projects including Storage, KT, PCM, Automation/Operations,
PSM, Security, Apps, Networking and Data Migration
• 16+ years managing enterprise wide software application development/8+ years in ecommerce
• 8 years of global IT Infrastructure/6 years COTS deployments/integrations
• 1+ years of Telecommunications Infrastructure deployments/integrations
• 2 ½ years Banking/Financial Project Management using Clarity and KnowledgeLink
• 18+ years defining/controlling/reporting projects utilizing Scope Management, Communications Management, Change
Management, Budget Management, Resource Management, Planning/Schedule Management, Risk/Issues Management
and Standards Compliance
• 18+ years using MS Project (Server) and MS Office creating program/project artifacts/2 years using MS PWA and
SharePoint
• 8+ years leveraging ITIL Service Manager principles
• ½ year of Retail Business Intelligence/Data Warehousing
• 6+ years Vendor Management leveraging outsourcing relationships in India and Taiwan, RC
• 5+ years in Software Product Management/6+ years in Software Quality/Process Management
METHODS/PROCESS:
ITIL, Agile, PMBOK. IBM: WWPMM, GSMethods, BTMT/BTOP, RFS, GSRisk, IPD, SDLC/Waterfall. Some knowledge of RUP
and CMM.
Current CERTIFICATIONS:
PMI/PMP (2000), IBM/Senior Certified Project Manager (2001), ITIL Foundation Certification (2005), Certified Scrum
Master (2008) and George Washington University/PM Masters Certificate (1998).
PROFESSIONAL EXPERIENCE:
3/2016 to open (also 1/06-2/06, 2/07-4/08 and 11/08-7/09)
Lindian, LLC, Raleigh, NC
Agent/Manager/Owner
• Part-time effort to normalize cash flow between consultant activities.
• Responsible for improving, leasing and selling commercial properties
8/2014 to 2/28/2016
Stefanini
Senior Project Manager Consultant
Responsible for Mainframe Transition and Transformation (T&T) projects from Engagement Handoff to Lessons Learned.
Mainframe Application Management Services (AMS) focus with global teams utilizing Scope, Communications, Change, Budget,
Resource, Planning/Schedule and Risk/Issues Management. MS Project/Office Suite and SharePoint are primary tools used.
4/2012 to 4/30/2014 (also 4/1978-6/2005)
IBM Corporation, RTP, NC
Senior Project Manager - Consultant
Responsible for multimillion dollar Mainframe (MF) Infrastructure and Transition and Transformation(T&T) projects from
Engagement Handoff to Lessons Learned. MF Relocation and Infrastructure projects included Storage, KT, PCM,
Automation/Operations, PSM, Security, Apps, Networking and Data Migration with global teams utilizing Scope, Communications,
Change, Budget, Resource, Planning/Schedule and Risk/Issues Management. MS Project/Office Suite, RPM and Lotus Notes are
primary tools used.

2/2011 to 3/30/2012 (also 3/06-1/07and 8/09-3/10)
Capital One Financial, Richmond, VA
Senior Project Manager - Consultant
Responsible for defining/controlling/reporting IT Bank, Back Office and Call Center migration/refresh projects utilizing Scope,
Communications, Change, Budget, Resource, Planning/Schedule and Risk/Issues Management. MS Project/Office Suite, Clarity and
KLink are primary tools used.
3/2010 to 10/2010
Lowes, Mooresville, NC
Senior Project Manager – Consultant
Responsible for numerous Enterprise Wide software development projects within three different retail (Business
Intelligence) program efforts. Activities included execution of program management processes and disciplines in the areas
of: program schedule and quality management; communications management; human resource management; cost
management; risk/issue management and change management. Mentored staff in methodology and consulting
excellence and encouraged best practice in project management and project planning. Managed project budget for the
organization to influence organization's financial profitability. Proactively managed software development,
implementation and risk via the use of SDLC.
8/2009 to 3/2010 (also 3/2006-1/2007)
Capital One Financial, Richmond, VA
Platform Manager - Consultant
Responsible for the management of the IT platforms that support the Collections LOB in the area of decisioning, servicing
and fulfillment. Including Infrastructure Management, Risk Management, Systems Capacity Management, SLAs/OLAs,
Audits and Waivers.
11/2008 to 7/2009 (also 1/2006-2/2006 and 3/2007-4/2008)
Agent/Manager/Partner
• Responsible for improving, leasing and selling commercial properties.
5/2008 to 10/31/2008 (business shut down)
Smart Online (an SaaS Company), Durham, NC
Senior Project Manager
• Responsible for all Vera Bradley ecommerce programs and projects facilitating their aggressive sales forecast for
2008.
• Planned/lead $250k+/6+ FTEs projects from customer requirements/proposals through lessons learned.
• Coordinated with multiple 3rd
party vendors such as Authorize.Net.
• Managed the planning and execution of closing a company subsidiary of more than 28 people and moving
operation to Smart Online.
2/2007 to 4/2008 (also 1/2006-2/2006 and 11/2008-7/2009)
• Responsible for improving, leasing and selling commercial properties.
3/2006 to 1/2007 (6 month contract extended)
Capital One, Richmond, VA
Master Project Manager Consultant
• PM responsibilities included $1,100,000 budget/6-8 FTEs, scope and schedule with a charter to construct the
telecommunications routing infrastructure and develop associated code for Cisco ICMs and Aspect ACDs, for the
new Capital One inbound voice and VRU system using Agile methodology.
• Completed numerous ecommerce application development projects (50k+/1-3 FTEs).

• Tracked and ensured the projects were implemented, issues resolved, delivered on time, within budget and the
final product met the business, functional, technical and established quality requirements.
• Controlled ongoing schedules, budget, resources, scope, and risks.
• Negotiated and persuaded decision makers regarding necessary action steps to achieve the goals and objectives
of the project.
• Deliverables included Proposals/Requirements, PBS, WBS, OBS, Architecture/High Level/Detail Design, Test
Plan/Test cases, Schedule and Plans.
• Managed vendor relationships.
1/2006 to 2/2006 (also 3/2007-4/2008 and11/2008-7/2009)
• Responsible for improving, leasing selling commercial properties.
8/2005 to 12/2005 (resigned to start up Lindian, LLC)
Department of Veterans Affairs, Washington, DC
Senior Project Manager Consultant
• “Stood up” a PMO for the OneVA initiative with procedures, processes, policies and methods.
• Tracked and ensured assigned application development projects were completed/implemented, issues resolved,
delivered on time schedules, within budget, change and the final product met the business, functional, technical,
and established quality requirements.
• These efforts were driven by Capability Maturity Model Integration (CMMI) with the intent of improving their
maturity level.
• Ensured all project closeout process and activities were completed, documented and customer delivery approval
was consummated.
• The project, OneVA, was budgeted with $56,000,000 in 2003 and was due to complete in 2008 with more than 50
participating FTEs.
12/1996-6/2005 (also 4/1978-8/1994)
1999 to 6/2005
Senior Program/Project Manager for IBM Global Account (IGA)/Tivoli Project Office
• Responsible for implementation of Enterprise Project Management tolls/checkpoints and Portfolio
management/ITIL enabled solutions throughout IBM.
• Managed the deployment and use of the IBM Rational Portfolio Manager (RPM)/PM Office tool equivalent to
UMT/PPM or CA’s Clarity, within the IBM Global e2e Infrastructure projects.
 Activities included identifying and working with focal points from each department within our
organization on the general use of RPM and education and support of project managers to put all efforts
and effectively utilize RPM.
 This deployment/education effort had an $800,000 budget with more then 30 project managers
contributing as stakeholders.
 Our objective was to replace all XP versions of MS Project with IBM’s RPM.
• Responsible for program/project management of numerous Tivoli Enterprise products deployments/integrations
and software development efforts to the IBM internal infrastructure.
 This environment included server farms that were located globally and populated with MVS/Mainframe,
RS/6000 and p-Series hardware, running AIX, Linux and NT, with Oracle 9i, SQL Server and IBM’s DB2.
 Web development tools included HTML, JavaScript, ASP Net, .Net, Java, Cold Fusion and Lotus Domino.
• Also heavily involved in the fall/spring plan business cycle for deployment of Tivoli products (such as TADDM,
ITAM, ITIM and TFIM) in IGA. IBM’s ITAM is similar to Sun’s AM (SSO).
• PM responsibilities included all financial, schedule, control and scope with individual project budgets up to
$3,000,000 and 20+ FTEs.

• Enterprise Monitoring Solution Owner/Project Manager. This effort included the design, development and
deployment of custom (out of profile) Enterprise Monitoring Solutions.
 Using customer business requirements, a solution was developed with custom software development,
(ensuring compliance to IBM’s SDLC), IBM’s EPP, Tivoli, AMA, LAMA or CRT products and/or (COTS)
Mercury Interactive, Keylime, Elytics, Keynoote, Webtrends, Coast Webmaster, Web Mining or Surfaid
probes to provide an end to end performance, availability, health and status monitoring capability for
IBM IGA enterprise applications.
 A typical environment included workstations running MS NT in different geographies with an RS/6000
infrastructure running AIX.
 Projects had budgets between $1,000,000 and $3,000,000 each with 5-8 FTEs.
• PM responsibilities for B2B web applications between IBM and selected vendors. This effort typically included
requirements (with SLAs) to lessons learned in a matrixed global environment with $1,000,000 budget and 2-3
FTEs.
 Utilized Enterprise Content Manager.
 Managed vendor relationships.
12/1996 to 1999
Project Manager for IBM Global Services (IGS)/NCO South Lotus Notes Mail Servers
• Successfully project managed the mass movement, data migration and load balancing of 61,000+ mail IDs across
116, RS/6000 servers for the IBMUS NCO infrastructure.
 Many of these efforts were Legacy – Mainframe/MVS moving to p-Series Notes/Domino servers
 Within the backdrop of this environment, I project managed the System 390 Pilot/System 390 Exodus,
D26 (server farm) consolidation, individual mail ID moves and Web Hosting efforts for different IBM
business users.
 Two or three projects were executed concurrently, each with a budget of $500,000 to $1,000,000 and 5-
6 FTEs.
1996 to 11/1996 (resigned to rejoin IBM)
Unified Network Services, Raleigh, NC
Project Manager
• Project managed more then six engagements to deploy Tivoli/NetView and related network management
products. Replacing products like HP Openview, Cabletron and Sun/Solstice, with budgets from $500,000 to
$1,000,000 and 2-3 FTEs.
1995
Ericsson/GE Private Radio Division, RTP, NC
Product Manager Consultant, Dispatch Systems
• Wrote and presented a white paper on “Public Safety, Command and Control.”
• Developed marketing material for and assisted with APCO Trade show.
• Completed numerous product planning exercises, improved processes and developed customer requirements.
1989 to 8/1994
Software Product/Financial Planner -Product and Financial Planning/Project Office
• Managed the business cycle for large enterprise systems network management and router products.
• Achieved product availability, revenue and profit objectives.
• Acquired 100% of all funding requests, completed customer surveys/research/marketing requirements,
shortened business cycle, participated in automated Distribution and Support Plan process and increased
effectiveness of product market analysis.
• Managed the software development of an IBM/NetView release effort with development in Taiwan and ROC, and
test/integration in the US. The project was on time, with quality and on budget. The development cycle was 18
months with a $5,000,000 budget and more than 30 FTEs.

• Managed transfer of a software product and mission to Hersley, UK.
• Developed a contract process to maximize hardware/software and people resources while improving price
negotiating position with vendors.
• Managed multi-million dollar development/test contracts effort.
1983 to 1989
Project Management -Software Product Assurance
• Regularly produced Gantt Charts and quality/schedule assessments for product design/development/test efforts.
• Wrote numerous quality standards to increase customer satisfaction and move quality toward 6 Sigma.
• Managed software quality, schedule and timeliness by effectively using phase approval authority on all
development milestones and documents.
4/1978 to 1983
Programmer - Network Management System Design/Development
• Designed/developed network management platforms and applications, using BAL, COBOL, PL1 and RPG in a
Mainframe/MVS/TSO environment.
EDUCATION:
• Adelphi University - Bachelor of BA with concentration in DP (1974).
• George Washington University - Masters Certificate in Project Management (1998).
• N C State University/Extension - Marketing Series (1992), Marketing Research (1992).
• Stanford University/Advanced Project Management (various dates – will produce upon request)- Leveraging the
Customer Relationship, Converting Strategy into Action, Managing Without Authority, Multinational Project
Management.
TRAINING:
IBM Learning Center (various dates – will produce upon request)
Advanced Risk Management; Using Business Management WorkBench; Leadership in a Project Team Environment;
Applied Scheduling for CA SuperProject; Contracting for Project Managers; Financial Management for Project Managers;
Planning and Managing Projects using WSDDM; Managing Projects using ABT Project WorkBench; Applied Project
Management using IPD; Complex Project Management; Complex Projects and Program Management; Advanced
Leadership for Project Managers; Experienced Professional Consulting Workshop; Getting Started Managing Projects in
PM Office; IT Infrastructure Library Foundations (DVL); Using WWPMM to Manage Projects with IBM RPM.

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