1. Profile: Business Process and Operations Project Manager
Products and Processes/Initiatives Managed and Implemented
Products
 Docusign: eSignature product solution for organization’s statements of work, contracts,
and change requests. Replaced outdated and inefficient fax-basedprocess. Solution
identified, rollout plan established, accounts set up for key stakeholders, and product
implemented with process documentation and trainings. Successful implementation and
usage lead to Legal team setting up their own account.
 JIRA: Issue and project tracking product utilized for issue and project submissions.
Replaced previously used and cancelled issue and project tracking product. Rollout plan
established, accounts set up for users, and product implemented with process
documentation and trainings.
 Box: Online file sharing and content management product that offered secure content
management and collaboration for individuals and teams. Replacedstorage of
documents on Pearson-based servers that limited access to some users, required VPN
access for remote users, and did not allow for sharing and collaboration. Along with
Operations team, identified Box as new content repository for organization, established
rollout plan, worked with teams to develop their folder structures for their content,
developed how-to process, conducted trainings, and assisted with account set up for
users within organization.
 Smartsheet: Online project management product enabling teams to increase
productivity using cloud, collaboration, and mobile technologies. Replaced previously
used and complicated, expensive, and under-utilized cloud-based project management
tool as well as expensive Microsoft Project licenses. Solution identified following
research and discussions with Pearson and Smartsheet stakeholders, rollout plan
established, accounts set up for users, and product implemented with process
documentation and trainings.
Processes/Initiatives
 Statement of Work (SOW): With input from Vice President and Director of PMO, and
Legal team, revised SOW templates and developed process documentation surrounding
drafting, reviewing, and distributing SOWs to internal and external stakeholders.
Incorporated work intake and eSignature products, JIRA and Docusign, into the process.
 Docusign, JIRA, Box, Smartsheet: Developed and shared how-to-use process
documentation for the four products described above.
 Reporting: Weekly project intake and monthly utilization, operations, and scorecard
reports specified below:
o Weekly Project Intake: Set up reporting template and developed process and
scheduled and lead meetings with team leads to populate and discuss new
project opportunities that had been submitted/presented to them by new
business development stakeholders. Reporting template, process, and meeting

2. allowed team leads to understand what was in the pipeline for each team,
determine if there were opportunities for collaboration between teams, and
establish resource and prioritization plans for their respective teams.
o Monthly Utilization: Set up reporting template and developedprocess to
capture and track monthly utilization metrics of project managers for forecasting
and governance purposes. The report, generated via Oracle ERM, captured time
and percentages devoted to project, administrative, and exception tasks. In
addition, it captured unreported time. Further, the report specified key findings,
compared metrics against prior months, and captured year-to-date data and
discrepancies with time reporting. The report was distributed to managers to
review and make decisions about current and future work and follow up with
their respective project managers if discrepancies were noted.
o Monthly Operations: With input from Vice President and Director of PMO (my
manager), set up reporting template and developed process to capture key
operational information surrounding finances, staffing, successes, and risks from
team leads each month. The master report was assembled, reviewed by the
leadership team, and provided to the executive of the organization.
o Monthly Scorecard: With input from Vice President, Director of PMO, and Team
Leads, set up monthly scorecard and developed process to measure each team’s
progress with their strategic goals, capture essential monthly and year-to-date
KPIs, and provide additional qualitative information pertaining to such goals and
KPIs. The master scorecard was assembled, reviewedby the leadership team, and
then shared with the entire organization via Pearson’s social media platform.
 Organization Chart: Developed and updated organization chart in Lucidchart, and
shared with organization and outside stakeholders.
 Transition Team: Led transition team within organization during company-wide
reorganization. Conducted consulting sessions with new team leads to understand
their team’s roles and responsibilities, determine what products and processes they
were utilizing, identify hurdles, and develop a 30-60-90 day plan of action to
integrate them into the new organization. Facilitatedthe onboarding of new
individuals and teams, developed short and long-term processes to assist with
integration with the organization, identified and moved outdatedtasks and
responsibilities to other teams, and provided accounts, process documentation, and
training to new team members on products the organization utilized. Provided
weekly updates to the organization’s leadership team during the transition.
 PMO Methodology: Per the directive of the Director of the PMO and PMO Portfolio
Managers, lead a number of strategic initiatives to mature the PMOs overall
program/project methodology and refine its operations. These included:
o PMO Best Practices Checklist: Development, rollout, and governance of
checklist in Smartsheet which specified all of the best practices project
managers should follow in each defined phase (initiation, planning, executing,

3. monitoring, and closing) of their project. Checklist contained details about
each practice, links to appropriate
templates, specifieddeliverables for each practice (if applicable), and included
a comments section for project managers to populate with project-specific
info for each practice or rationale as to why such practice was not applicable
to their project. To ensure continuous improvement was accounted for,
developed method for project managers and managers to provide feedback
and possible revisions to checklist to ensure it was meeting their needs and
project management objectives.
o PMO Weekly Project Status Reports: Refined the process, contents and
formatting of the report template, and the information and nature of updates
that should be specified within it for all projects. Conducted weekly reviews
of such reports to verify they were being assembled per the approved process
and template.
o PMO Stakeholder Satisfaction Survey: Along with Portfolio Manager and
Operations Coordinator, developed survey and process to obtain essential
metrics and feedback surrounding the performance of project managers with
their projects. Survey was distributed to applicable stakeholders to obtain
baseline data and information surrounding the leadership, communication,
organization, and overall project management skills of project managers.
Survey data and feedback was then assembled in detailed reports and
provided to managers to review and discuss with their project managers.
o Oversight of Additional PMO Initiatives: Tracked and provided feedback
on portfolio, project, and operations manager initiatives surrounding the
following:
 Case Studies/Marketing Materials
 Change Control
 On-boarding/Off-boarding Process
 Process Workflows
 Risk Management