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Peter
pdtaylor01@gmail.com
917-566-3804
1 Irving Place
#4-24A
New York, NY 10003
Senior Project Manager
22 years experience W2
0
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Average rating
132
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Summary

Proven project execution credentials. Expert at realizing strategic project objectives, despite changing  requirements and priorities, through complete translation of business needs to technical requirements. Combine detail-oriented execution, well-honed relationship management and risk mitigation skills. Leverage global, cross-industry experience, PMI, Agile best practices to drive repeatable success in each environment. Mentor and develop project managers and business representatives to improve performance. Known for transparency, strong facilitation, collaboration, prioritization, negotiation and communication skills. Highly proficient in Microsoft Project, Oracle Primavera and data/process design tools. Analytical and process redesign skills include problem solving, quantitative reasoning, and workflows.

Demonstrated success building and leading diverse, distributed teams in high pressure environments. Keen understanding of how regulatory, cultural, socio-economic, and political challenges impact successful projects. Set and communicate team/project objectives and KPIs to inspire individuals and the team to achieve high performance. Key value propositions are the ability to help organizations identify and realize end-to-end “to be” processes and objectives, get people to want to work the new way, and transfer knowledge while working within an organization’s culture.

Experience
Senior Project Manager
Information Technology
May 2008 - present

Provide customer relationship/experience management (CRM/CEM), service management, and project management services. Hold ITIL®, RightNow Technologies, and Siebel certifications. Significant consulting engagements:

  • Engaged by Bowne & Co. to lead the CRM/SFA implementation for its largest global business unit, creating a 360-degree customer view. Prepared strategic roadmap and coached team to execute. Analyzed, mapped, and managed the migration, cleansing and acceptance of legacy enterprise data. Participated in planning for on-boarding of global user base. Developed training plan and user acceptance criteria. Prepared and led execution of bi-directional global communication plan. Designed and implemented change control and governance framework to mitigate risk and consistently achieve business objectives.
  • Project managed (for RightNow Technologies) a United States Army transformation initiative to consolidate the human resources command, — the world’s largest HR organization — and support a 30% headcount reduction. Facilitated dismantling decades-old silos, re-engineering processes and mapping legacy enterprise data. Implemented a knowledgebase to deflect calls, lower the required agent skill-level, and create a scalable, cost-effective service model to better serve the 1+ million Service Member population.
Vendor Management Customer Relationship Management Global Deployments Redesign Gap Analysis Project Management Strategy and Planning Performance Measurement Performance and Productivity Improvement National Deployments Relationship Management Process Improvement Financial Planning & Analysis Project Management CRM
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Principal Consultant
Information Technology
Jan 2001 - May 2008

Furnished full lifecycle cross-functional project/program management (facilitation, analysis, requirements, roadmaps, design, development, testing, deployment, training), outsourcing advisory, multi-vendor governance, service management, and business process re-engineering services. Clients included:

  • Aramark
  • Associated Press
  • CSC
  • Dow Jones
  • Greenwich Associates
  • Intuit
  • JP Morgan Chase
  • Nikon
  • Novo Nordisk
  • Novartis Pharmaceuticals
  • Regis University
  • Reuters America
  • ServiceMaster (Corporate/Terminix/TruGreen)
  • Tokyo Electric Power Company
  • US Airways

Significant consulting engagements:

  • Served as project manager on ongoing basis for strategically important, complex enterprise RightNow Technologies CRM, service, sales, and marketing implementations, including ServiceMaster, Intuit, Nikon, and Regis University.
  • Created scalable, rapidly deployable B2C platforms to increase customer satisfaction and lower customer service cost.
  • Managed the then-largest implementation in a globally distributed, contracted contact center environment, which RightNow designated as the 2005 Project of the Year.
  • Developed use cases, test scripts, managed workstreams, tightly managed scope, continually assessed and mitigated risk.
  • Integrated legacy enterprise processes and data using Pegasystems and Websphere MQ middleware.
  • Re-engaged by ServiceMaster CIO to establish a governance framework and develop a strategic roadmap and linked detailed project plans and budgets
  • Provided strategy and delivery expertise to Tokyo Electric Power Company as it built the first Western best practice -based outsourced contact center business in Japan. From Japan, led a global, multi-vendor team to define the center’s staffing roles, internal processes, and performance metrics. Performed business analysis for Siebel implementation. Aligned Western-style project management with local conventions to accelerate and integrate effort with local Siebel implementation partner. Institutionalized project management knowledge across in-country staff and vendors.
  • Engaged repeatedly by executive IT management at the Associated Press over 3 years to transform customer service, operations, and improve project management.
  • Designed and developed tiered, end-to-end B2C and B2B service delivery models requiring a complete restructure of the existing support center operation, impacting the 3500-person global enterprise and its customers. Built bridges to involve business units actively. Introduced business-aligned performance metrics (KPIs), service level targets, and a unified, continuous improvement process (change, problem, incident management) to achieve operational consistency. Coached management and staff to smooth implementation and institutionalize knowledge. Worked throughout the organization to initiate formal change and problem management processes, standardize incident management processes and create a more mature IT environment. Provided 3-, 6-, 9-, 12-month remediation plan.
  • Developed practical, repeatable, measurable processes for newly-formed Project Management Office. Coached the PMO director and mentored individual project managers on how to consistently deliver complex, global projects — including a global, enterprise SAP human resources initiative — under difficult, real-world conditions. Assisted in establishing a governance function and elevating CMMI process maturity.
Redesign Customer Relationship Management Global Deployments Performance and Productivity Improvement National Deployments Process Improvement Financial Planning & Analysis Gap Analysis Vendor Management Relationship Management Performance Measurement Project Management Strategy and Planning Project Management PMO SAP
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Vice-President of Operations/Product Development
Information Technology
Oct 1999 - Dec 2000

Recruited to this venture-stage financial content and tool site — the first to objectively rank sell-side equity analysts.

  • Led the development of Bulldog’s investment research products, information architecture, and production workflows.
  • Selected and implemented content management system.
  • Established and managed data/technical operations, software development, and finance and administration groups.
Strategy and Planning Performance Measurement Vendor Management Financial Planning & Analysis Project Management National Deployments Relationship Management Gap Analysis Project Management
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Edit Skills
Non-cloudteam Skill
Education
Bachelor's in Economics
University of Pennsylvania, The Wharton School
Master's in MBA in Finance
New York University, The Stern School of Business
Skills
Financial Planning & Analysis
2021
17
Gap Analysis
2021
17
National Deployments
2021
17
Performance Measurement
2021
17
Project Management
2021
17
Project Management
2021
17
Relationship Management
2021
17
Strategy and Planning
2021
17
Vendor Management
2021
17
Customer Relationship Management
2021
16
Global Deployments
2021
16
Performance and Productivity Improvement
2021
16
Process Improvement
2021
16
Redesign
2021
16
CRM
2021
10
PMO
2008
7
SAP
2008
7
Risk Assessment
2013
1
UML
2013
1
Agile Methodology
0
1
MS Project
0
1
Primavera
0
1