Background

As a servant leader and passionate learner, I bring extensive experience that will bring value to your organization.

As a Program Manager, I oversaw project teams managing multiple related projects to achieve broader business objectives, ensuring alignment with organizational goals and successful project delivery. I managed resource allocation schedules and stakeholder engagement and was the escalation point for identified risks across all projects within the program.

As a PMO manager, I established project governance to standardize project delivery and obtain predictable results. I established structured frameworks that utilized waterfall, agile, or hybrid project management methodologies to deliver projects on time and within budget. I utilized lean methods to optimize processes, promote continuous improvement, and create value for the customer and internal teams. 

I established Organizational Change Management processes that minimized resistance to change and increased employee engagement, facilitating a culture of adaptability.

As a Program Manager, I have operated strategically within the organization, overseeing multiple related projects that collectively contribute to achieving broader business objectives. I translated and communicated the organization’s goals to the project teams and explained how various projects aligned with these aims. I coordinated resources, schedules, and stakeholder engagement across multiple projects. Adept at leveraging the standardized methodologies and support provided by the PMO to navigate complex project landscapes.

I engaged in the tactical implementation of projects, deciding how individual projects should interact and function cohesively.

My responsibilities included:

1. Strategic Alignment: Ensuring projects support the organization's strategic goals.

2. Resource Allocation: Overseeing resource distribution among multiple projects, including budget management.

3. Stakeholder Engagement: Acting as the primary point of contact for stakeholders on a program level, ensuring their needs and expectations are met.

4. Risk Management: Identifying and mitigating risks across all projects within the program.

PMO Management

As a PMO Manager, I oversee the project management office, which provides governance, best practices, and standardized processes for project management within the organization. I have established a structured framework within which projects operate, thereby improving efficiency and effectiveness across multiple projects. I ensured all projects adhered to established protocols and were in compliance with program governance.

The PMOs I established fostered a culture of continuous improvement in project management practices and helped to maintain a consistent approach to risk and quality management. The PMO ensured the project managers had the competencies and resources they needed to perform effectively, establishing trust and fostering an environment where knowledge sharing is encouraged.

My responsibilities included:

1. Process Development: Creating and maintaining project management methodologies and standards.

2. Training and Support: Providing training and resources to project managers to enhance their capabilities.

3. Performance Monitoring: Tracking project performance metrics and reporting them to senior management.

4. Portfolio Management: Ensuring that all projects align with the business strategy and prioritizing them based on organizational needs.

• Software Development Life Cycle

• Project Life Cycle Management

• Change Management

• Continuous Improvement

• Waterfall / Agile /Hybrid

• Scrum / Kanban

• Risk Management Life Cycle

• Lean Six Sigma

• Project Management Office

• Schedule Management

• Cost Management

• Stakeholder Management

• Communication Management

• Work Breakdown Structures

• Microsoft Project 

• Sharepoint

• Jira / Confluence

• Trello

• Wrike

GPA: 3.50

Curriculum

Corporate Strategy

Business Analytics

Financial Accounting

Operations Management

Marketing Management

Corporate Governance

Legal and Ethical Issues in Business

Negotiations

Talent Management

Organizational Leadership

Leading Teams

Supply Chain Management

Managerial Economics

Management Accounting and Control

Corporate Finance

Global Finance

Mergers and Acquisitions

Entrepreneurship

Executive Performance

Executive Summary

The cost overruns of international projects in the Company’s Business Unit initiated a process review that revealed systemic project failures and financial underperformance. 

The BU reported $8,495K, or nearly 20% of the Cost of Poor Quality (COPQ) reported in the year ending 2019. Over 95% of the COPQ was due to failure mode in processes, equipment, and documentation. The BU was executing projects through tribal knowledge, uncontrolled documents, and inconsistent project process. The lack of project management processes was also affecting the BU’s financial performance.

The BU had a DSO of 137 days, over 54% of their cash flow was delayed due to inconsistent invoicing practices, and over 3% Reduction of Gross Profit due to high COPQ in the same period.

A Project Management Office and training were established at the BU level to align its goals with the Company’s Enterprise Strategic Objectives. Within six months, the BU DSO was reduced to 84 days and kept improving month over month in 2020. Only 37% of their cash flow was delayed due to Un-Billed Revenue. Covid -19 challenges hindered the 17% improvement in cash flow. Less than 1% in Reduction of Gross Profit was due to COPQ in the same period.

The established project management processes helped the BU continue to improve financial performance despite geopolitical forces influencing oil prices and a global pandemic during the same period.