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With over 15 years of customer facing, real world, hands on experience controlling and managing projects, solving challenges in difficult, complex, high visibility situations, building relationships and improving business processes, efficiencies, effectiveness and alignment across disciplines in multiple industries that include, energy, transportation, retail, product development, construction, distribution and manufacturing, my experience lays in creating consensus and winning over clients and other stakeholders.
Critical path recovery for Projects, Programs, portfolios, & project management offices
> Project Management Professional (PMP)
> Project Risk Professional (PMI-RMP)
> Certification of Change Management (CCM)
> Scrum Master Certified (SMC)
Leader, Effective Communicator, Decisive
Reduces Costs, Improves Margins, High Impact
Plans Across Portfolios, Department & Business Segments & Executes On Time
Change Management Veteran
Leads Teams in the Identification of Opportunities for Process Improvements & Efficiency
Manages Client Expectations
Directs Teams in the Analyzes, Measurement & Reduction of Risk
Creates Uniformity Across Portfolios, Departments & Business Segments
Critical Path Recovery
EVMS, CPI & SPI Analysis and Implementation
Managing and Controlling Project Change
As a project manager, project controller, business analyst and management consultant I've always enjoyed thinking outside of the box, learning to recognize where there are square pegs being shoved into round holes - areas that need improvement, situations where people or processes interrupt execution and effectiveness. I get loads of energy building effective, efficient processes, projects and programs that create successful enterprises with great teams focused on the same mission, vision and end results.
I've turned around 4 different businesses and rescued multiple multi-million dollar projects, and know what it takes to make a program, project or business succeed. I'm a self starter, a team leader and player who is passionate about improving stakeholder value, improving processes, setting reality based, meaningful metrics and indicators to ensure a culture of transparency and lead teams, stakeholders and clients to make the best decisions and take appropriate, measured action.
Framing the Project
My experience planning and executing successful project and program management and organizational changes in both for-profit and non-profit sectors ensures a thorough, collaborative plan that brings together key stakeholders, addresses potential challenges and opportunities, and clarifies goals across businesses, functions / teams.
Some of the greatest pitfalls of a project or program happen when stakeholders aren't aligned, the requirements are misunderstood, or the contract has missed assumptions and exclusions. For IT, this may be as simple as missing a requirement for the automated transfer of data between two systems such as project accounting to corporate accounting. For construction, this could take the form of missed scope on a lump sum job in which the contractor failed to consider parts of the overall requirements of a processing plant or other structure (piles, lights, fireproofing, security, permits, etc).
To avoid these often costly challenges, the project must be framed to determine what should and should not be included in the deliverables list, requirement specifications or product(s). What are the "must haves" versus the "nice to haves"? What is the central purpose of this effort and what should and should not be included?
During the Initiation / Planning / Definition Phase(s) my job is to lay the foundation of the project by bringing together key stakeholders to ensure that the project contract, requirements, deliverables, and final acceptance criteria have gone through a thorough "Framing" (inside the picture frame versus outside). In the case of an iterative process, this may be done in Sprints or combination of Scrum and Traditional.
Risk workshops, interviews and surveys would also be conducted prior to finalization of requirements or contract to determine qualitative and quantitative risks and opportunities and likely probability of success based on the organizational risk culture.
Change / Risk Manager
Project Managers must manage risks or they turn into changes, and control changes or they may lead to scope, cost and schedule creep. The amount of risk acceptance / aversion and change control is based on the organizations appetite for risk and change, and how the risk / change may effect the larger organization and culture. It is the Project Manager's must understand and control the project risks and changes within the framework of the organization's tolerance and culture.
To do this, a Project Manager must be both a data analyst and a great communicator, in much the same way that a captain of a boat or ship must keep a constant watch for changes by watching the navigation station, paying attention to the forecast, listening to the crew and communicating course.
As a manager, I've steered many projects away from the rocks to the safety of the open sea. This includes identifying systems and functions that weren't aligned, schedules that held too many positive assumptions or had erroneous logic, determining regulatory pitfalls, taking action to correct supply chain management threats, etc. Each of these could have been damaging enough to take down the project and cause serious damage to the organization.
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