Chevron Corporation (2007-2008):
Applying the Chevron Project Development and Execution Process (CPDEP)
I managed and lead a project to establish a IT infrastructure
reliability information system. Besides managing the project
itself, I designed both the data requirements and presentation layer
(dashboard) for the resulting system. The system was under
budget and on schedule though Phase 2 of CPDEP. The
deliverables surpassed the expectation of the project Sponsor. The
project also developed reliability measurement and capacity
management metrics adopted by the enterprise for future IT
infrastructure management projects such as ITSM.
DHS (2004 - 2005):
Working with Enterprise Architecture (Zachman
framework), Business Process Modeling (BPM) and strategic planning for the Department of Homeland Security in Washington, DC. Artifacts of that engagement include a
letter verifying my engagement and a copy of an
unclassified briefing presentation.
Most information on this project is confidential, however, it is noteworthy
that I was able to further my project management skills by integrating EA
and BPM disciplines into a project design framework.
Developed the FEMA departmental PMO website in the 4th quarter of
2005. A state-of-the-art interactive PM training site, the PMO portal
for FEMA is one of the first of its kind in DHS. It is based on the Project
Management Framework, PM Knowledge Areas and Process Groups as defined in
the PMI Guide to the PMBOK (2004).
Bennett Group (BGI - 1994-2001): The BGI consulting practice afforded some of the most demanding project management roles. As an independent direct contractor to IBM Global Services I was involved in project management roles for some of the countries largest physical and logical IT consolidations and mergers. Included were:
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State Farm Insurance: Consolidation of 28 regional mainframe data centers into 3 perplexes in Atlanta, Dallas and Phoenix. See
Letter from IBM Project Executive.
-
IRS: Consolidation plan for 10 regional processing centers into two. Year 2000 compliance project. see
Letter from IBM Principle.
- Zurich Insurance: Merger of Canadian and US Data Centers, Toronto, New York, and Chicago.
See Report and
Letter.
-
Kaiser Permanente - Consolidation planning of west coast data centers.
KPMG Peat Marwick (1992-1995): Project Planning became a core competency during my years with KPMG. From
enterprise benchmarks to technical migrations, the attention to project planning and management became central to my duties. See Letters from
Prudential and
Hertz.
In this phase of my career, cost analysis and management
became a key component of my skill set. KPMG was first and foremost an
accounting and audit firm. Their cost reporting and cost management
requirements were state of the art.
Bennett Software (BSI)
(1985-1991): Possibly the most challenging of projects was the building of a commercial software company. While a one-man show, I needed little formal planning, but as I turned to business development
(1987) and hired professional developers and software support staff, I needed to institute collaborative project management.
At times we had three versions of a product in
play, with projects and schedules involving maintenance & support,
new product rollout and alpha and beta test projects. As
features and functions of each version had to be 'downward
compatible', each change could ripple through the entire portfolio.
The challenges of change management, problem management, version
control and release control were formidable.
When the company was purchased by a larger
software company, many of BGI's project control methodologies were
adopted by the parent.
Cameron Iron Works (CIW 1983-1985) -
a large supplier of oil field equipment: During the oil bust
of 1983 CIW announced a layoff of 25% of its workforce and a mandatory 10%, across the board, salary rollback for all employees.
The IT department
(7 systems programmers) revolted - all but one employee in the Technical
Services group quit the company.
At the time of the exodus a new IBM MVS/XA operating system upgrade was on order, a new
IBM mainframe and a new communication controller were to be delivered within weeks. I was engaged to provide the systems programming expertise to complete these projects. In six months I delivered all the systems and software
that CIW had commitments to install on time and on budget. No other individuals were hired or engaged during this period.
Subsequently CIW extended my contact to rebuild their Systems Programming department and reestablish technical systems management controls. Numerous additional project plans and project management exercises ensued.
