• Reviewed and maintained hardware and software assets. Provided full life cycle asset management.
• Gained a detailed inventory of client hardware assets as transitioned into IBM organization for hostings.
• Drafted Security policy concerning assets and life-cycle management by developing processes, policies, standards, systems, and measurements to effectively manage the daily and long-term IT asset portfolio with regards to control, risk, compliance, and business performance objectives, gaining signatures to be used by operation teams as established by both organizations.
• Based on signed security policies, engaged team for the creation of ITAM tools to manage, monitor, and report on IT assets and inventory.
• Physical separation of approximately 166 sites into three separate entities across the globe.
• Created new WAN circuits with new routers/switches, etc.
• Worked with AT&T to create new LANs for sites, configured VFR/VLANs, migrated, and activated ports, etc.
• Prepared migration plans for end-users by mapping to network switches or VLANs, creating daily migration schedules, and working with cross-functional teams to migrate users, printers, Wireless APs, etc. to the new network.
• Computed Server Lead - Built new physical servers and/or VMs in preparation of applications migrating to new file shares.
• Migrated servers to the new network while working with application teams to migrate applications and interfaces.
• Once migrated, provided initial backups as well as replications to off-site locations.
• Managed Program closure activities for resolution prior to turning over to Steady State Operations.

Implementation of new IT Infrastructure for newly constructed sites or leased site locations, while vacating old site locations.

• Provided IT Asset Management by planning, purchasing new IT assets, maintaining and supporting new and existed assets; tracked BOM; moved assets to new locations.
• Migrated users to O365 and OneDrive.
• Included all aspects for new network infrastructure with new WAN circuits, LAN, Network Cabling, Unified Communications, Wireless Access Points, Switches, Routers, Conference Room technology, Hand-Held devices for factory usage, etc.
• Transitioned users to Microsoft Cloud One, Enterprise Skype for Business, and soon Azure PaaS, SaaS using BI/SAP.
• Technologies: PMBOK Best Practices; Microsoft 365 and Cloud One, Enterprise Skype for Business.

Security Project – Federal Client Facing Contract (9/2/15 – 4/28/17)

Transitioned the new client to incorporate IBM Security standards using a variety of global policies such as ISO 2700x / CIS parameters.

• Gained sampling of security parameters for operating systems, Databases, middleware, Network, Backup/Storage devices.
• Presented and negotiated security parameters with the client to gain consensus for each based on IBM’s recommended parameters.
• Drafted ISO/CIS Security Policy and negotiated with the client regarding security aspects for Human Resources; Asset Management (deployed, utilized, maintained, and disposed of IT assets); Media Handling; Document Control; User Access Controls and Authentication; Encryption and Authentication; Physical Data Center and Environmental Security; Data Center Equipment); Operations Security (Log Retentions, Antivirus, Patch management, Physical Assets and End of Life, SLA’s); Communications Security; Network Controls; System Acquisitions and Development of New Builds; Supplier Relationships; Security Incident Policies; Business Continuity; Health Checking and Compliance; Primary and Secondary ID Security Control Policies.
• Presented draft Security policy based on contracts and previous negotiations with the goal of gaining signatures.
• Once signed, created and managed ~80 new projects to implement security policy with infrastructure of 6600 servers.
• Performed Gap Analysis & Assessments using industry security standards ISO/IEC 27002, CIS, DFARS DISA NIST-800, SSEA16, SOX; (ITAR certified).

Challenges and Contributions:

• During engagement period with Client, contracts were signed to include IBM’s CIS/ISO based security policies.
• Client was a US Federal vendor with mandatory Federal security requirements to be completed by EOW 2017.
• Negotiated internally to determine the feasibility of changing our tools and processes to accommodate Federal security requirements, as well as costs to incorporate.
• Proposed additional costs needed to code/update IBM tools and processes; presented to Client.

Transition Project Manager – Global Client Facing Contract (6/29/15 – 9/2/15)

Transitioned Citrix Infrastructure.

• Gained operational readiness for infrastructure, networks, and applications within 3 months of transitioning support to IBM.
• Facilitated knowledge transfer to gain an understanding of current processes and procedures from exiting vendors using knowledge transfer techniques as well as a review of newly signed contracts.
• OnBoarded IBM resources to the new account; shadowed exiting vendors; took control.

Challenges:

• Risks presented during knowledge transfer due to lack of interest or motivation from exiting vendors

Strategic Outsourcing division of IBM using Global Delivery resources to implement infrastructure using Lean and Six Sigma Methods.

Security Project Manager - Federal Client Facing Contract (1/2014 – 2/2015)

• Responsible for the full Life Cycle Asset Management while working on transitioning the client to IBM to keep the environment secure.
• Implemented IBM security and compliance for a Federal client launching Satellites for NASA and Boeing.
• Goal to obtain 100% compliance based on Security level agreements for all back-end servers, middleware, applications, and networks for new accounts introduced into IBM hosted and supported servers.
• Negotiated and tracked the progress of security compliance for all inherited servers (1700) managing the ISec Audit & Compliance phase successfully reducing security vulnerabilities transitioned to IBM.
• Knowledge of industry security and compliance standards ISO/IEC 27002, CIS, DFARS DISA NIST-800, SSEA16, SOX.
• ITAR certified.

Challenges and Contributions:

• During the Transition of Client to IBM, assets catalogs were incomplete. While working with each tower, I requested their inventory lists, compared them to the master lists, and worked with Asset Management to solidify the master since we needed to determine the entire environment was secure.
• During security implementations, the client wanted to upgrade Windows Servers from v2008 to v2012. Knowing that we needed to update the AD/GPO policies during our project, I reached out to request working with that project and led the effort to negotiate and implement the AD/GPO policies for v2012.
• During the Transition of Client to IBM, critical tools were not implemented to scan client infrastructure for security parameters delaying our schedule. It was imperative for me to get involved in the effort to implement the tools.

Project Manager – Client Facing Healthcare Contract (1/2012 – 1/2014)

• Managed implementation of infrastructure and networks such as Citrix XenServer/XenDesktop Farms; VM Farms; Storage Solutions; Cloud Technology; Data Center Technology, Route & Switch, HDW Purchasing; Rack & Stack.
• Managed project to enhance Hardware and Network Failover by evaluating infrastructure for failover and implemented replication and recovery solutions to effectively meet critical requirements to ensure continued operations, asset protection, loss mitigation, and favorable recovery times in the event of a disruption.
• HIPPA and FDA/FTC Certified.

Financial Project Manager – Client Facing Banking/Finance Contract (7/2011 – 1/2012)

• Assisted Portfolio Manager by onboarding IBM resources to account for transitioning to IBM.
• Managed resource workbook, tracked over 200 work codes, and validated labor claim usage against Financial workbooks.
• Reviewed and monitored Actual hours vs Forecast hours on a monthly basis reporting any issues.
• Created a mapping of Program and Project work codes to labor claim codes for budget tracking in the Financial Workbooks.

Challenges and Contributions:

• Roles and responsibilities were not clearly defined. Midway into the Transition Program, the Portfolio Manager noticed a $2M deficit for resources claiming to the effort.
• With Portfolio/Program Management experience, I was able to work with the US and International financial workbooks, mapping cost structures to Project towers

Technologies: PMBOK Best Practices; (ISO/IEC 27000 series) standards; TPM (Technical Project Management); Latest Microsoft Office Tools; MS Project 2007/2010; SharePoint; Cloud Technologies

Assigned to IT PMO to manage high profile and complex projects/programs utilizing cross-functional teams and vendors, both on and offshore, for the delivery of Call Center Technology solutions, to include the newly introduced U-Verse (Voice, Data, Media) technology, CCT enterprise enhancements, applications, a new Website, as well as various mergers and acquisitions.

• Worked with Program (PMO), Client Program Management Office (CPMOs), and System Architects to reprioritize BellSouth merger projects with the Optimization of Customer Service & Repair Call Center projects to ensure resources aligned with Network Operations Planning Program and AT&T priorities.
• Member of Change Control Board to review activities related to weekly changes that could negatively impact CCTP (Call Center Technology Platform), escalating issues to PMO for Planning.
• ALL Program/Projects managed included the following High-Risk characteristics:
  • New Product Launch; Extensive infrastructure and integration activities with many IT interfaces.
  • Mergers with newly acquired divisions with incompatible infrastructures.
  • Multi-regional deployments, cross-department, or line of business sponsorship.
  • Large Capital investments ($2.5M - $1B); Large number of project activity hours (1-3 yrs); Robust testing required (Interfaces, Vendors, plus internal); Extensive training required.
  • Multi-year lifecycle (more than 12 months); Large-scale projects with project teams, both on and off-shore (40-100 members).

Summary of IT Programs or Projects Managed:

• Portfolio to Merge the BellSouth Service & Repair Call Center Program with AT&T - Series of Programs within a Portfolio to merge, migrate, or integrate CCT for BellSouth with existing AT&T technology and data.
• Program to optimize CCT for Customer Service & Repair Call Centers under the Network Operations Portfolio - 3-Year plan to optimize repair call centers due to mergers of SBC and AT&T, with an anticipated $1billion cost-saving effort.
• Web and Application based projects.
• Desktop application - NTELAGENT by CyberObject.
• Network Infrastructure and Applications – Call Center Technology.
• Application and Database projects to update impacted data, backend DB servers, and applications.
• Operations Migration to WorkForce Administration Suite.
• EMC / SMARTS InCharge Network Application.

• Reviewed projects and managed releases impacting CCT and migration to new Voice Recognition technology.
• Migration from Touch-Tone to a platform using IVR (Interactive Voice Response) and CTI (Computer Telephony).

Process Creation, Management & Improvement

• Encouraged, promoted, and audited a newly mandated SDLC process, overcoming resistance.
• Assisted Program/Project Managers, Technical Directors, Team Leads, QA, Infrastructure, Deployment, and SW development teams in an effort to deliver necessary SDLC processes and artifacts.
• Assisted in authoring processes to fill gaps in SDLC using best practices from other methodologies or personal experience.

Release / Project Management

• Communicated with Directors, Team Leads, and Project Managers to determine future enterprise release plans.
• Created Annual Release Plan forecasting high-level timelines for the current year as well as proposal timeline for next year.
• Assessed projects requesting release dates, reviewing compatibility, potential risks, issues, impacts, dependencies, and timelines.
• Presented a list of projects to Release Change Control Board, consisting of Executive leadership, for commitment to a release.
• Presented release plan with identified timelines and release deliverables, monitored project status against release dates.
• Confirmed release go/no go assessments, attended deployment and installations.

Member of a team assembled to provide certified OS build images for departmental PC’s and software application packages to ~6000 Broker and Home Office users. Certified ~500 packages developed from in-house applications or those purchased from third-party vendors for new or enhanced applications, data structures, and supporting systems.

Process Creation & Improvement; Management of Changes to Processes (3/1999 – 3/2001)

• Introduced methods to reduce SDLC costs or timelines by providing standardized and repeatable processes.
• Evaluated SMS for purchase, suggesting procedures for use to deploy Wise solutions.
• Orchestrated stability to workstations and integrity to applications being deployed, reducing Help Desk phone calls and deployment of Support personnel.
• Increased coordination and communication amongst teams with the creation of a weekly approval meeting.
• Requested developers and testers to provide significant improvement in the documentation for help desk and support teams to include certifications, installation, and release notes reflecting new features, outstanding bugs, and fixes.
• Encouraged programmers to provide applications better suited for support and deployment.
• Introduced, as a team, the idea of certifying software against business area builds.
• Promoted maintenance cycle releases per business unit.

Program / Project Management (3/1999 – 2/2002)

• Lead contact between external business areas and departmental staff to determine requirements and ensure the effective definition of requests and delivery of solutions in a timely manner, providing regular feedback, and status.
• Managed workflow and relationships with all parties involved in the deployment of software and Quality Assurance, successfully completing programs on time and to the satisfaction of Business areas.

Quality Assurance Management (3/1999 – 3/2001)

• Assigned to create and manage a Quality Assurance team.
• Managed a QA team and processes utilizing best practices from various SDLC and Project Management methodologies such as SQA, Agile, RUP, Summit, and PMP.
• Gained CMM level 2-3 evaluation due to standardized, repeatable, and documented processes, eventually increasing stability and reducing support costs for Help Desk and Support teams.

Asset / Configuration / Change Management for Software Inventory & Asset Management system (3/2000 – 3/2001)

• Created methodology and tool to consolidate critical details for software applications providing cross-referencing.
• Included configuration management, standardization, version control, dependencies, certifications, installation instructions, supporting documentation, useful information to cross-reference business roles or installation packages impacted during upgrades, known issues, outstanding or fixed defects, release notes, and new features.
• Owner of Change Control Board and team to review and approve software Change Requests for implementation.

Windows packaging, deployment, and migrations (4/1998 – 3/1999)

• Provided code, testing, and deployment of automated scripts for software installation or upgrades using scripting tools such as Install IT, Wise Installer, MS Installer, and deployment tools such as SMS or UNIX scripting.
• Migrated PCs to newer Windows Operating systems and associated servers.

Technologies: HP UNIX; Install IT 8.0; WISE Install Manager; SMS 2.0 Server; VMware; .NET; C#; Oracle; SQL; Remedy 2.0; SharePoint; Visual Source Safe; Visual Basic Studio & VB Scripting; IBM & Dell Workstations; ILX Broker Application; Symantec Ghost; Programming for Windows; Support for Windows Server and Clients; Serena RTM; Visio Pro; Microsoft Office; Microsoft Project; Microsoft Access v 2.0-2002; Crystal Reports.

System Operations Analyst - UNIX Client/Server environment (1991-1998)

• Implementation of SCO UNIX 3.2 client/server environment and MAPICS ERP Manufacturing application.
• Created processes and procedures for operation’s management for manufacturing apps and inherent modules for Customer Service, Sales, Order Processing, Financial Accounting such as Payable, Receivable and General Ledger, Purchasing, Receiving, ERP, Inventory and Production Control.

System Operations Analyst - Cobol / JCL Programmer (1990-1991)

• NCR 10000-55 mainframe running ITX / MVS with Manufacturing application to include Billing and Inventory systems.
• Cobol programming, Batch file creation, and execution using JCL.